UNIVERSITY OF TARTU TRANSLATION AND

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UNIVERSITY OF TARTU TRANSLATION AND

UNIVERSITY OF TARTU
TRANSLATION AND INTERPRETING CENTRE
A DICTIONARY OF JAPANESE MANAGEMENT
AND BUSINESS CULTURE
MA project
KÄTLIN PÕLDMA
SUPERVISOR: ASSOC. PROF. ENN VELDI
TARTU
2014
ABSTRACT
The dictionary compiled in the framework of this MA project introduces 319 terms
used in English texts in connection with Japanese management and business culture. As
Japanese business culture has characteristic features and cultural nuances that need to be
understood by those coming into contact with Japanese companies in the business context,
this dictionary aims at explaining the cultural and linguistic aspects of relevant terms, with
particular emphasis placed on the use of Japanese terms in English.
The MA project comprises and introductory part, in which the main characteristics of
Japanese management and business culture, the role of the Japanese language in English,
the compilation process and principles of the dictionary and the problems encountered are
outlined. This is followed by the dictionary, in which the terms are provided with
definitions in English, example sentences and, in the case of Japanese terms, with the
headword in Japanese script and an explanation of its literal meaning and structure, where
relevant. The dictionary is based on various books and articles on Japanese business,
glossaries found online as well as some corpora.
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TABLE OF CONTENTS
1. ABSTRACT………………………………………………………………………...2
2. INTRODUCTION…………………………………………………………………..4
3. WHAT IS JAPANESE MANAGEMENT?...........................................……………6
4. THE ROLE OF THE JAPANESE LANGUAGE IN ENGLISH…………………...9
5. COMPILATION OF THE DICTIONARY
5.1. Type, aim and target users of the dictionary………………………………….10
5.2. Selection of terms and the sources used………………………………………11
5.3. The structure of the dictionary entries………………………………………...13
5.4. Difficulties in the compilation process………………………………………..15
5.5. Japanese terms and romanization……………………………………………..16
5.6. Terminological problems……………………………………………………..18
5.7. List of abbreviations…………………………………………………………..20
6. DICTIONARY
OF
JAPANESE
MANAGEMENT
AND
BUSINESS
CULTURE…………………………………………………………………………21
7. CONCLUSION……………………………………………………………..……111
8. REFERENCES…………………………………………………………………...113
9. RESÜMEE……………………………………………………………………….137
3
INTRODUCTION
The aim of this MA project is to provide an introduction to the terms used in English
texts in connection with Japanese management and business culture. The dictionary
compiled in the framework of this project comprises English as well as Japanese terms that
are used in the business context, with the latter constituting the majority of the headwords
due to the fact that some terms do not have exact equivalents in English or have nuances
that could be lost in translation.
The dictionary is preceded by an introduction to the main characteristics of Japanese
management, a short description of the role of the Japanese language in English, an
overview of the structure, sources and compilation process of the dictionary as well as the
problems encountered while compiling this dictionary. In the dictionary, the terms are
provided with definitions in English, example sentences and, in the case of Japanese terms,
with the spelling of the headword in Japanese script and an explanation of the literal
meaning and structure of the term, where relevant. The inner structure of Japanese terms is
explained in order to make them more comprehensible to users who do not speak Japanese.
The dictionary serves as an introduction to the way Japanese companies work, as well as
providing a general insight into Japanese business culture. There are terms connected to the
structure of Japanese companies, corporate titles, management techniques, quality control,
the decision process within the company and many other aspects of Japanese business.
The target group of the dictionary comprises users of English who come into contact
with Japanese companies and business culture. Conveying and illustrating the meaning of
the terms is considered more important than providing detailed grammatical information in
this dictionary, and care is taken to present the information in a manner that is easy to
understand. The emphasis is on helping the user understand the terms and the contexts in
which they are used.
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The selection of this topic for the MA project was primarily based on the author’s
interest in the Japanese language and culture as well as the wish to explore the use of
Japanese words in English. Furthermore, no dictionary of this kind has been compiled so
far. While there are a variety of publications in English on the subject, they are largely not
easily accessible in Estonia and finding thorough explanations of some of the terms related
to this topic may prove to be difficult. Understanding the cultural aspects hidden behind
the terms is important in Japanese business communication. Knowledge of Japanese
business culture would be valuable to anyone having business relations with Japanese
companies.
5
WHAT IS JAPANESE MANAGEMENT?
Japanese companies have a system of management with distinct features and a
business culture full of nuances that may lead to misunderstandings in intercultural
communication. It can be said that Japanese society and business culture are not
completely comprehensible even for those who often come into contact with them (Picken
2007: xii). The three main characteristics of Japanese management, also referred to as the
three pillars or the three jewels, are lifetime employment, a promotion system based on
seniority and enterprise unions (Okumura 2000: 22). Lifetime employment stresses the
significance of stable employment and loyalty to the company, while the importance of
seniority makes it a hierarchical system.
Most of the characteristics of Japanese style management, as it exists today,
developed after World War II (Kono et al 2001: 14). The foundation of the Japanese
management system was laid in the 1950s, followed by fast economic growth in the 1960s
and 1970s (Oh 2004: 31). Owing to the economic success of Japan, the 1980s saw the
spread of Japanese style management practices on the international scene (ibid: 33).
However, Japan was hit by an economic crisis in the 1990s (ibid: 35), but despite the fact
that Japan no longer experiences the economic growth of the 1970s and 1980s, it can be
said that it is still at the forefront when it comes to quality, efficiency and productivity
(Picken 2007: XXXIV).
Central concepts of Japanese management also include kaizen, i.e. continuous
improvement, lean (just-in-time) production that eliminates waste, and quality. Japanese
companies place considerable importance on quality: according to Haghirian, Japanese
consumers are seen as “the most sophisticated in the world” as they are resolute in their
expectations regarding product and service quality (2010: 107). Manufacturers thus seek
perfection, adopting a “zero defect” policy (Alston et al 2005: 13).
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In Japan, group membership and loyalty to the group are considered to be of great
value. Leaving an organization is thus viewed as disloyal (Haghirian 2010: 17). Harmony
within a group is an ideal for which one should make an effort (Picken 2007: xxxix) and
which should be maintained with the aid of an indirect and ambiguous manner of
communication (ibid: xli). Owing to the significance of group membership and harmony,
collective decision-making aimed at achieving a consensus is also an important
characteristic of Japanese management. When it comes to business relations, company
employees should therefore be treated as members of a group, not as individuals (Alston et
al 2005: 3). In addition, due to differences in the style of communication, the western
manner of negotiation is seen as “aggressive and too direct”, giving rise to
misunderstandings in the business context (Haghirian 2010: 105, 125).
In Japanese companies, more importance is attributed to long-term goals than
immediate profits (Kono et al 2001: 82). Therefore, they also aim at developing longlasting business relations (Haghirian 2010: 129). This necessitates obtaining detailed
knowledge regarding potential business partners (ibid), making socializing an essential
factor in business relations with Japanese companies. Business socialising is the basis of
business relations with companies as well as being an important element in the process of
identifying oneself as a member of a group of colleagues within the company. The latter is
so significant that it becomes difficult to distinguish between private and professional life
(Haghirian 2010: 105). The impact of socialising should not be underestimated in business
negotiations – the Japanese prefer to get to know their business partners before closing any
business deals (Alston et al 2005: 11).
Age plays a significant role in the hierarchy of Japanese companies and the Japanese
society in general. Younger employees have to use polite and respectful language when
speaking to or about their superiors, while the latter may use more casual language. The
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emphasis on the role of seniority in the hierarchy derived from Confucianism and led to a
system in which the relationship between senior and junior employees is determined by the
time of their entry into the organization and remains the same throughout their career
(Picken 2007: xli).
When it comes to Japanese business culture, one should not disregard the Japanese
language with it several layers of politeness that reflect the hierarchical system of Japanese
companies. It can be said that the characteristics of the Japanese management system have
not disappeared thanks to the language (De Mente 2012: 26). According to De Mente
(2012: 26–27) “words in the Japanese language that are pregnant with cultural nuances and
uses continue to influence the mindset and behavior of the Japanese, and are therefore keys
to understanding the Japanese mind and behavior in business management.” Understanding
relevant Japanese terms is therefore necessary for obtaining a clearer idea of the
characteristic features of Japanese business culture.
8
THE ROLE OF THE JAPANESE LANGUAGE IN ENGLISH
This dictionary comprises many foreign words of Japanese origin. Only a few of
these are listed in the Oxford English Dictionary (www.oed.com), namely gaijin, kaizen,
kanban, karoshi, keiretsu, meishi, on, oyabun, sogo shosha, shunto, sokaiya, zaibatsu,
zaikai, zaiteku (under zaitech). The OED includes 507 words of Japanese origin, out of a
total of almost 90 000 words of foreign origin in the dictionary. However, as there are
1090 words originating in Central and Eastern Asian languages, the role of the Japanese
language is the most significant among them. According to the OED, the first two words of
Japanese origin were recorded in English already in the second half of the 16th century, but
the majority of them were adopted in English during the period ranging from the second
half of the 19th century to the end of the 20th century (168 from 1850 to 1899, 123 from
1900 to 1949 and 131 from 1950 to 1999). The terms that are included in this dictionary as
well were mostly recorded in the second half of the 20th century, with only on, oyabun and
zaibatsu entering the language in the first half of the century. Many of the Japanese words
in OED are related to food, martial arts and arts, but there are also words from the fields of
science, religion, technology and popular culture, for instance. It can thus be said that the
field of Japanese management is not very well represented in OED with regard to Japanese
terms.
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COMPILATION OF THE DICTIONARY
Type, aim and target users of the dictionary
This dictionary is a monolingual dictionary of a subdomain of language, i.e. the
language used in connection with Japanese management and business culture. However, as
it comprises mostly foreign words and there are references to the language of their origin,
it could be said that it is in essence partially bilingual. The dictionary includes
encyclopaedic material in the form of cultural explanations that are added to definitions.
Dictionaries can be categorized as prescriptive and descriptive (Atkins et al 2008: 2).
This dictionary serves a descriptive purpose, giving an overview of the manner in which
the terms are used in written English. Dictionaries can also be divided into two types
according to their function: decoding or passive and encoding or active dictionaries (ibid:
25, 40). This dictionary is meant mainly for decoding, i.e. understanding the terms when
they are used in texts or business communication, as opposed to using them actively.
Grammatical information is therefore kept to a minimum, giving priority to explaining the
meaning of the terms and illustrating their usage with examples.
As this dictionary concentrates on a specific field, it has a specific target group of
users. The dictionary has been compiled keeping in mind the needs of native or non-native
speakers of English, who are not necessarily linguists, but rather professionals or students
in the field of business. Ideally, this dictionary could be used for professional purposes.
The average user would not be very familiar with the Japanese language or culture. It
might be the first contact with the Japanese language (in written form) for many of them.
Therefore, it is important to make the cultural background understandable to the users.
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Selection of terms and the sources used
The process of compiling the dictionary started with gathering information about the
terms used in connection with Japanese management and business culture. Being an MA
project, the content of the dictionary is limited to around 300 terms. Decisions had to be
made as to which terms should be added to the dictionary. The aim was to include terms
that appeared in several sources or are highly relevant in the context of Japanese business.
Emphasis was placed on explaining the most important terms very thoroughly. The author
does not aspire to give a complete overview of the terminology in this field, but hopes that
it will provide a general introduction to Japanese management practices and business
culture.
The selection of terms is based on various sources: books on topics related to
Japanese management, and texts and glossaries found online. The availability of up-to-date
sources was the main difficulty in compiling the dictionary. The library of the University
of Tartu has a limited number of books on the topic. Many online sources were thus used
for compiling the dictionary, but assessing the reliability of the online sources was another
difficult point. Ebrary and Google Books were helpful tools for finding sources and getting
an overview of the use of the terms. Some English business dictionaries were also
examined, but they usually include only a few of the most common Japanese terms used in
English. For example, the Oxford Business English Dictionary (2005) has eight terms
connected to Japanese business. In the case of other sources, the extent of the use of
Japanese terms varied. Some authors prefer to use Japanese terms extensively, while others
try to explain the concepts in English. When adding details regarding the meaning of
Japanese words and kanji (Chinese characters), The Kodansha Kanji Dictionary and
Kenkyusha’s New Japanese-English Dictionary (5th edition) were used as sources.
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To the knowledge of the author of this MA project, no dictionary of Japanese
management and business culture (of the kind compiled in the framework of this project)
has been published before. The A to Z of Japanese Business (2009) by Stuart D.B. Picken
includes a chronological overview of business in Japan, a description of business in Japan
today, a list of terms related to business, businesspeople and some companies as well as
general terms regarding culture and history. In addition, there are three glossaries: business
proverbs, traditional business expressions and modern business expressions. The book
provides a thorough insight into the subject and its glossaries in particular would be useful
for learners of Japanese, but even though the main part of the book is called a dictionary by
the author, it resembles an encyclopaedia that gives explanations and background
information, but does not comprise linguistic information. There is also the Encyclopaedia
of Japanese Business and Management (2002) by Allan Bird that gives a thorough
overview of the field. Some of the information provided by these books was used in the
process of compiling this dictionary, but the selection of terms in the dictionary is not
based solely on these reference books.
Example sentences are taken from sources that could be found online: the Brigham
Young University (BYU) corpora (Corpus of Global Web-Based English (GloWbE),
Corpus of Contemporary American English (COCA), British National Corpus (BNC)),
articles and books on subjects related to the field. As the dictionary includes rare terms as
well as terms connected to Japanese culture in general and therefore used more frequently,
the author could not limit the selection of example sentences to one specific source, e.g. the
examples found in the corpora. As the dictionary concerns a specific field, the terms are
not very well-represented in the aforementioned corpora and many of them could not be
found there at all. The example sentences are intended to supplement the definition, so that
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the user can better understand the meaning of the term and the context in which it can be
used.
The structure of the dictionary entries
The layout of the entries was designed so that it would make the information easily
accessible. Using different kinds of typeface, various categories of information are made
easily noticeable. Headwords are listed in bold in alphabetical order (letter by letter,
without taking into account spaces and hyphens), followed by the headword in Japanese
script in the case of Japanese terms (e.g. kaizen
改善). Abbreviations of the headwords
appear in brackets after them, and are also listed as headwords together with references to
the main entry. Variant forms are given after the headword, following a dash (e.g. gōshi
gaisha/ kaisha (GSK)) or, if a part within the headword is optional, it is given in brackets
(e.g. kabushiki (sōgo) mochiai). The pronunciation of the term is given in square brackets
after the headword only when necessary. Diacritical marks on some vowels in Japanese
terms indicate their pronunciation in Japanese (e.g. kigyō shūdan; see the section “Japanese
terms and romanization” for more information).
On the following line, explanations concerning the inner structure of Japanese terms
are given by providing the literal meaning of the term in English, the origin of the term
where necessary, and the meaning of the separate kanji (Chinese characters) of the term.
Note that here the Japanese terms do not have diacritical marks here, but the vowel ‘u’ is
added to indicate the length of some vowels (e.g. kigyou shuudan for kigyō shūdan) as a
reference to the spelling of these syllables in Japanese. The entries include mainly only the
core meanings of the kanji. The meaning of an individual character is not necessarily
directly related to the meaning of the whole word, but there often is a link to its meaning.
See the following example:
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gaijin
外人
* Japanese lit. ‘foreigner’; gai (outside) + jin (human being).
The definitions are preceded by the indication of the word class in italics (‘n.’ for
nouns, ‘v.’ for verbs, ‘adj.’ for adjectives). If the headword has multiple meanings, the
different senses are numbered and listed one after another on separate lines within the same
entry. Additional information concerning usage is given under the heading ‘NOTE’ that
follows the definition. This functions as a pragmatic force gloss, the purpose of which is
“to explain the pragmatic message carried by a word or phrase” (Atkins et al 2008: 210),
rather than its meaning. The definitions and the notes were mostly written on the basis of
several sources. References to the source(s) of the definitions and the additional
information can be found in footnotes. See the following example of the first sense of
teishisei:
1. n. a low posture, a posture with one’s head held low as a sign of humility.
NOTE: It is particularly common when greeting someone with a higher position.227
If the headword has synonyms, these are listed in bold below the definition or the
additional information note under the heading ‘Also called’ (e.g. in the case of nenkō
joretsu: Also called nenkō system). If the synonym is a Japanese term, it is also given in
Japanese script and the meaning of the characters is also stated within the same entry as in
the case of the headword. The information is not repeated when the synonyms appear as
headwords in the dictionary. These headwords are merely accompanied by a reference to
the synonym (headword and the number of the corresponding sense, where relevant) under
which the information is provided as in the following example:
kanban system
See kanban (1)
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Example sentences are given in italics on the line below the synonyms, followed by a
reference to their source in brackets. They illustrate the context(s), in which the term could
be used, and sometimes give additional information. It should be noted that the dictionary
was written in British English, but the example sentences include different varieties of
English, thus causing inconsistencies in spelling. In addition, as the spelling of the terms in
example sentences was not changed by the author, they can differ slightly from the
headword (e.g. the term may start with a capital letter, while it is not capitalised as a
headword). On the bottommost line of the entry, cross-references to related terms are listed
following the heading ‘See also’.
Difficulties in the compilation process
Firstly, decisions had to be made regarding the content of the dictionary, the structure
of the entries and the extent of the information included in them. In addition to the
difficulties that arose in connection with finding and selecting the sources, deciding on
which terms are relevant to the topic and should be added to the dictionary was another
difficult point. The aim of the project was to concentrate primarily on Japanese terms, but
the scope of the use of Japanese terms in English was not certain at the beginning.
As the main purpose of the dictionary is to make the terms and their cultural nuances
understandable to the user, the author decided to give limited grammatical information,
including merely the word class. In Japanese, words do not have a plural form and this is
reflected in the use of foreign words in English. According to the Oxford English
Dictionary (www.oed.com), the plural forms vary. For example, in the case of keiretsu, the
plural may be left unchanged or, alternatively, an ‘s’ may be added to indicate the plural,
while sogo shosha is “occasionally” used with a plural marker, and zaibatsu and gaijin
remain unchanged in plural. According to the observations of the author while compiling
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this dictionary, the unchanged plural is more common. Because of these variations,
information regarding plural forms was not included in the dictionary.
Decisions regarding the wording of definitions and the choice of suitable example
sentences to illustrate them also proved to be a complex issue. When creating the
dictionary entries, care needed to be taken to ensure consistency in the definitions of terms
belonging to a lexical set, i.e. a group of related words, and to include necessary crossreferences. In the case of example sentences, a sentence taken out of its context could be
incomprehensible to the user. Therefore, in some cases, several sentences were included in
the dictionary entry in order to preserve the context. Furthermore, in a few cases it proved
to be impossible to find a suitable example sentence, but the author decided to include the
term in the dictionary in spite of this fact as these terms are relevant to the subject and
connected to other terms in the dictionary.
Japanese terms and romanization
Firstly, the Japanese writing system needs a short explanation. Three scripts are used
in the Japanese language: kanji (Chinese characters), hiragana and katakana. 2136
characters (kanji) that are included in the Jōyō Kanji list are commonly used in daily life
(Halpern 2013: 1871). Kanji may appear as separate words or as components of words.
Their main attributes are the “form, sound and meaning” (ibid: 19a). They have one or
several meanings as well as multiple readings: on (reading derived from Chinese) and kun
(Japanese reading) (ibid). Hiragana and katakana are syllabaries (i.e. they are alphabets
consisting of syllables). The first is used for writing Japanese words together with kanji
and the second for writing foreign words.
Inconsistent romanization (i.e. transcribing Japanese words in the Latin alphabet) of
Japanese terms used in English texts led to considerable variations in spelling in the
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sources used. The two main systems of romanization are the Hepburn system and the
Kunrei system; in addition, the Wāpuro system is used for word processors (Halpern 2013:
1824). In the sources used, there were thus variations in the choice of letters and diacritical
marks used for transcribing certain Japanese characters.
The author decided to add diacritical marks to the long vowels ‘o’ and ‘u’ in the
Japanese headwords in the dictionary, although these are usually used without these marks
in English, disregarding the length of the vowel, or sometimes the Japanese way of spelling
(used in the Wāpuro system) is adhered to by adding a ‘u’ after the vowel to indicate its
length. The diacritical marks in the headwords in this dictionary follow the Hepburn
system of romanization and serve as references to their pronunciation in Japanese and
hopefully increase the practical value of the dictionary. It should be noted that ‘ei’ is
pronounced as a long ‘ē’ in Japanese, but is not transcribed in that way. Furthermore, it
seems that the Japanese way of pronunciation need not be adhered to in English. For
example, according to the Oxford English Dictionary (www.oed.com), keiretsu is
pronounced in British English as /keɪˈrɛtsuː/ and in American English as /ˌkeɪˈrɛtsu/.
Due to the fact that ‘n’ is pronounced as ‘m’ in front of ‘b’ and ‘p’ in Japanese, there
are variations in the romanized spelling of Japanese terms, e.g. gemba or genba are both
used in English texts, although only the latter reflects the actual spelling of the Japanese
word. Furthermore, in Japanese compound words, the first consonant of the second word
of the compound is often voiced, e.g. kaisha becomes gaisha in the term kabushiki gaisha.
The romanized variants of Japanese terms do not always follow this rule and this also
results in variations in spelling.
The use of capital letters, hyphens and the division of Japanese terms into several
words was also inconsistent. In Japanese, capital letters or gaps between words are not
used, so it is unclear what should be taken as a standard when adding capital letters,
17
splitting terms into several words or using hyphens. For example, the term shachōkai could
also be spelt as shachō-kai or shachō kai (if the Hepburn system of romanization is used)
and a capital letter could be added to either of these variant forms, whether merely to the
beginning of the word or both words if the term has been split. In this dictionary, an
attempt was made to give an overview of the variant forms of headwords, but capital letters
were used only when it was justified, for instance because the headword includes a name
or because it was used in this form in most of the sources.
The use of italics as a marker of foreign words varied in different sources. For the
purposes of consistency, the author followed the Oxford English Dictionary (OED) with
regard to formatting. The Japanese terms that could not be found in OED are in italics.
Terminological problems
There were also terminological problems as some sources presented conflicting
information or different English or Japanese terms were used. For example, the
classification of the types of keiretsu, alliances of Japanese companies, varied in the works
of different authors. In most general terms, keiretsu can be classified as vertical and
horizontal keiretsu, but there is a variety of (sub)types.
Richter (2000: 21) lists three types of keiretsu: capital keiretsu, production keiretsu
and trans-keiretsu. According to van Acht (2004: 4–5), the three types of keiretsu are
horizontal keiretsu or kigyō shūdan, vertical supplier keiretsu and vertical distribution
keiretsu. Oh (2004: 74) describes the keiretsu as being divided into intermarket keiretsu,
which include zaibatsu-kei keiretsu (keiretsu that developed from zaibatsu) and kinyū
keiretsu, and vertical supply keiretsu. He uses the term intermarket keiretsu instead of
horizontal keiretsu. Mokyr (2003: 216) claims that the three types of keiretsu are generally
considered to be horizontal (yoko) keiretsu, vertical (tate) keiretsu and kombinato, i.e.
18
industrial complexes. The third type was not referred to in the other sources used. Witt
(2011: 88) distinguishes between ryūtsū keiretsu (distribution keiretsu), sangyō keiretsu
(production keiretsu) and shihon keiretsu (capital keiretsu). However, kinyū keiretsu are
also referred to as capital keiretsu in English (Richter 2000: 21), which leads to confusion.
The two forms of keiretsu are in fact structurally different: the kinyū keiretsu is a
horizontal type of keiretsu (ibid), while the shihon keiretsu belongs to the vertical type
(Witt 2011: 88). An explanatory note is added to the entries of these terms in the dictionary.
In addition, while Witt (2011: 88) refers to production keiretsu as sangyō keiretsu in
Japanese, Richter states that production keiretsu are called seisan keiretsu or kigyō keiretsu
(2000: 25). However, Kikkawa (2013: 44) considers kigyō keiretsu to be equivalent to
vertical keiretsu, and claims that the term keiretsu generally refers to the vertical type.
Another source of confusion was the term kigyō shūdan. According to Scher (1999: 309–
310), it should be distinguished from keiretsu because of its horizontal structure. The term
keiretsu should thus only be used when referring to vertical alliances. However, in the
other sources used, horizontal alliances are categorised as a type of keiretsu and kigyō
shūdan is often considered to be synonymous with horizontal keiretsu. The author thus
decided to treat them as synonyms in the dictionary. In this dictionary, keiretsu is defined
as a general term that encompasses the horizontal and vertical type as well as other
subtypes. Kigyō keiretsu is listed as a synonym for vertical keiretsu. Seisan keiretsu and
sangyō keiretsu are considered to be synonymous with production keiretsu, which is a
subtype of vertical keiretsu (kigyō keiretsu or tate keiretsu).
On the basis of the examples given above, it can be concluded that there are various
synonyms in use and the choice of term depends on the author, while there are often no
references to equivalent terms. This may create confusion with regard to the exact meaning
of the term and its relation to other terms that are in use. Thus, to get an overview of the
19
terms and their meanings, the reader would have to consult several sources. This dictionary
will hopefully give a clearer overview of the numerous terms used.
List of abbreviations
adj.
adjective
BNC
British National Corpus
BYU
the Brigham Young University corpora
COCA
Corpus of Contemporary American English
GloWbE
Corpus of Global Web-Based English
lit.
literally
n.
noun
v.
verb
20
DICTIONARY OF JAPANESE MANAGEMENT
AND BUSINESS CULTURE
A
administrative guidance
See gyōsei shidō
aisatsu 挨拶
* Japanese lit. ‘greeting’; ai (push) + satsu (press on, draw near).
1. n. a first meeting or social event for potential business partners, the aim of which
is not to deal with business matters, but to indicate the wish to establish long-term
business relations.
NOTE: There is a custom of exchanging small gifts. The meeting of company
presidents is considered to be an approval for the start of a new business
relationship.
“While the details of negotiations may be left to a representative in Japan, the
managing director of the foreign firm (or some other high official in the company)
should establish an initial contact with his equal in the Japanese firm. This is
termed the aisatsu or the greeting. The purpose of this aisatsu is to establish a
presence.” (BYU-BNC 1992)
2. n. a regular courtesy call to business contacts.1
“Now that I am in a position where my company markets to Japanese clients, I see
that new year’s aisatsu is an excellent marketing tool.” (Kopp 2009: para. 6)
See also aisatsu mawari
aisatsu mawari
挨拶回り
* Japanese lit. ‘to go around and greet’; ai (push) + satsu (press on, draw near) +
mawari (turn round).
n. the custom of making courtesy visits to clients, business partners or colleagues.
NOTE: It is especially common after New Year’s holidays, but also after assuming
a new position at the company.2
“When a Japanese executive or sales manager takes a new post, one of his first
tasks is aisatsu mawari. The aisatsu mawari consists of visits to the company’s
major clients and commercial partners.” (The Everything Japanese Guide)
1
2
Alston et al 2005: 48, De Mente 2012: 154–155
De Mente 2012: 155, Picken 2009: 345
21
“This is the week of *aisatsu mawari*, when businesspeople pay visits to their
clients and wish them a happy new year. There's a lot of *ocha* being consumed, a
lot of small talk and, salespeople hope, a lot of seeds being planted that could grow
into business later in the year.” (Rutledge 2003: para. 1)
See also aisatsu
aiso warai/ aiso-warai 愛想笑い
* Japanese lit. aiso ‘courtesy’; ai (love) + so (conceive, think of, imagine) + warai
(laugh).
n. polite or false laughter that is a reaction to an uncomfortable situation in which
one is not certain how to react or answer.
NOTE: It is used to hide one’s true feelings and may indicate that one does not
want to give a negative answer or is embarrassed. It is common in the business
context.3
“Because of the traditional role of aiso warai in Japan, the Japanese recognize an
artificial smile when they see one; but because a smile is unnatural does not detract
from its value if it is used in a traditionally accepted manner and place.” (De
Mente 2004: 17)
amae 甘え
* Japanese ama- (sweet).
n. a relationship akin to that of a mother and child, in which the stronger is
expected to be benevolent and supportive towards the weaker in exchange for
loyalty and respect.
NOTE: Claiming oneself to be the weaker party in the business context creates an
amae relationship. This is only possible when people have already met to establish
a business relationship. As benevolence is an important value in Asia, it is expected
from superiors. However, in business negotiations both parties are expected to
make concessions.4
“This well known process of stable employment often means that capable persons
do the work, so allowing lazy or not-so-capable people to get an average salary (an
unconscious manipulation of the Amae complex by the lazy ones toward the active
ones).” (BYU-GloWbE n.d.)
“Japanese education gets flak for suppressing individuality; encouraging group
behaviour and conformity; and cultivating amae, a psychological reliance on other
people.” (The Economist 1999: para. 10)
amakudari 天下り
* Japanese lit. ‘descent from heaven’; ama (heaven) + kudari (down).
3
4
Alston et al 2005: 50–51; De Mente 2012: 155
Alston et al 2005: 20–21, 117
22
n. the practice of hiring retired senior executives of companies and especially
government ministries as management executives in private companies with the
aim of taking advantage of their experience, knowledge of government procedures
and personal connections.
NOTE: Companies can transfer senior employees to other firms, with which they
are connected by cross-shareholding or have business relations, e.g. subcontractors
and suppliers. Former government officials generally opt for companies in
industries with which they had connections. This strengthens the relationship
between government and industry.5
“The Diet began deliberating a bill this month aimed at curbing “amakudari,” the
practice of giving retiring top bureaucrats lucrative jobs in private-sector firms
and quasi-government entities in the business sectors they oversee.” (Nakata 2007:
para. 1)
“Mr Abe’s current emphasis on stamping out amakudari suggests a tin ear for the
public mood.” (The Economist 2007: para. 5)
andon アンドン
* Japanese original meaning ‘paper-covered lantern’.
n. a visual management tool comprised of a system of lights on machines in
production lines that refer to the status of production.
NOTE: The number of lights and their colours can vary, but green (no problems),
yellow (the situation requires attention) and red (production stopped, the problem
requires urgent attention) are typically used. It is one of the primary tools used for
jidōka.
Also called traffic light system6
“In the Toyota system the Andon, indicating a stoppage of the line, is hung from the
factory ceiling so that it can be clearly seen by everyone.” (BYU-GloWbE n.d.)
“As in all its plants, behind every worker hangs the andon cord, which, when
pulled, instantly summons a supervisor with the power to stop the line before any
error is passed on.” (The Economist 2007a: para. 11)
See also jidōka
antei kabunushi 安定株主
* Japanese lit. antei ‘stable’, kabunushi ‘shareholder’; an (peaceful, safe) + tei (fix,
determine; fixed) + kabu (stock) + nushi (master, owner).
5
Hasegawa 1986: 67, 159; Jackson et al 2004: 210; Alston et al 2005: 149
1000Ventures; Kaizen Institute; the Official Website of Toyota Motor Manufacturing, Kentucky,
Inc.
6
23
n. a shareholder who is allowed to hold the shares of a company because he/she is
favoured by the management, and who does not have the right to sell the shares to
those the management does not approve of and thus has to consult them if he/she
wishes to do so.7
“With large firms in Japan, the majority of their shareholders are so-called stable
shareholders (antei kabunushi) who continue to hold the firm’s shares over long
periods irrespective of its short-term performance.” (Imai et al 1995: 32)
See also antei kabunushi kōsaku
antei kabunushi kōsaku 安定株主工作
* Japanese lit. antei ‘stable’, kabunushi ‘shareholder’, kousaku ‘manoeuvre’; an
(peaceful, safe) + tei (fix, determine; fixed) + kabu (stock) + nushi (master, owner)
+ kou (manufacture; construction) + saku (make; work).
n. the practice of giving shares to safe shareholders who agree not to sell them
without consulting the company first.
NOTE: Companies sell their shares to financial institutions and firms with whom
they have business ties to prevent takeovers.8
“First, the kaisha is comparatively independent from the control of its shareholders,
which gives management tremendous freedom in running the kaisha. Such freedom
can be attributed to the logic of kaisha: because the kaisha’s perpetuation and
prosperity are of ultimate importance, both in pre-war and post-war Japan kaisha
have engaged in shareholder stabilisation operations (antei kabunushi kōsaku) to
defend themselves against takeovers.” (Wong 1999: 33)
“It is not known when the words ‘safe shareholder manoeuvre’ (antei kabunushi
kosaku) came to be used, but it was already in use in the 1950s to mean that
cornered shares were taken over and put in the hands of ‘safe’ shareholders for
them to hold.” (Okumura 2000: 66)
See also antei kabunushi
aotagai
青田買い
* Japanese lit. ‘the purchase of a green rice paddy’, i.e. the practice of selling rice
before harvesting; ao (blue; green) + ta (rice field) + gai (buy).
n. the early recruitment of high school and university graduates to get an advantage
in selecting the best applicants.
NOTE: Large Japanese companies generally recruit new employees once a year
and job offers are made long before graduation. However, companies have agreed
7
8
Sheard 1994: 314, 318
Okumura 2000: 66, 62; Sheard 1994: 314, 318
24
not to make official job offers before October 1st, i.e. half a year before new recruits
start working.9
“Recruitment in large Japanese companies was systematic and based on a specific
year long schedule. This early recruitment process is often referred to as “aotagai”
(buying rice before it is harvested) since students were recruited far in advance of
graduation.” (Firkola 2011: 60)
atarimae hinshitsu 当たり前品質
* Japanese lit. atarimae ‘proper’, ‘natural’, hinshitsu ‘quality’;
atari (hit, strike) + mae (before) + hin (article, thing) + shitsu (quality).
n. a principle of Total Quality Management, according to which everything will
work as it is supposed to.
NOTE: This implies that products should meet all the expectations that have been
set to them.10
“Today’s younger Japanese are no longer overtly programmed in the atarimae
hinshitsu mindset, but they naturally absorb a great deal of it as they grow up.”
(De Mente 2009: para. 10)
“Foreigners wanting to sell products [and services] in Japan should learn and use
the atarimae hinshitsu phraseology in their initial presentations and in their sales
approaches. This will alert the Japanese that you understand their concern for
quality and that you are also quality conscious on the atarimae hinshitsu level.”
(De Mente 2009: para. 15)
See also Total Quality Management, miryokuteki hinshitsu
atogime/ ato-gime 後決め
* Japanese ato (after) + gime (decide).
n. after-sales price adjustment.
NOTE: The practice of fixing a price after the product has been sold and delivered
has prevailed in the sale of intermediate products, such as steel, lumber, auto parts,
and glass. A tentative price range is given to the buyer and can be changed six to
twelve months later depending on changes in the market situation, so that one party
does not get an advantage over the other. Use of this practice has decreased over
time.11
“While some industries moved away from ato-gime in the 1990s, it remains the
predominant pricing mechanism in many intermediate product markets.” (Bird
2002)
9
Picken 2009: 333; Jackson et al 2004: 237; De Mente 2012: 156, Firkola 2011: 64
BusinessKnowledgeSource.com n.d. a
11
Bird 2002; Schaede 2008: 154
10
25
autonomation
See jidōka
B
baito
バイト
* derived from the German word ‘Arbeit’.
n. a part-time job.12
“If you run a business employing foreign labor part-time, or if you’re a foreigner
doing a pocket-money “baito” on the side, you need to check, and quickly, that you
are doing the right work on the right visa.” (Johnston 2005: para. 8)
baka yoke
See poka yoke
benkyō kai/ benkyō-kai
勉強会
* Japanese lit. ‘a study meeting’; ben (endeavour, make efforts) + kyou (strong) +
kai (meet, see; meeting; society, club).
n. a type of preliminary meeting, the aim of which is to discuss a proposal.
NOTE: The usual course of the meeting is the following: a member of the group
gives a detailed description of the proposal, seeking the support of the others, and
this is followed by a discussion.13
“Foreigners wishing to give their proposals the highest likelihood of acceptance
must convince an employee of the value of their proposals, attend the benkyo kai
sessions themselves, or designate a consultant to make the presentations in person.”
(Alston et al 2005: 95)
Big Six
n. six large Japanese corporate groups (horizontal keiretsu) that include Mitsubishi,
Mitsui, Sumitomo, Sanwa, Fuyō and Daiichi Kangyo.
NOTE: The first three of these keiretsu derived from the dissolved zaibatsu, the rest
were formed after World War II by main banks and financial institutions (kinyū
keiretsu).14
Also called rokudai kigyō shūdan 六大企業集団
* Japanese lit. kigyou ‘enterprise’, shuudan ‘group’; roku (six) + dai (big) + ki
(project) + gyou (work, business, industry) + shuu (collect) + dan (body, group).
“The Big Six general trading companies, or sogo shosha, that Global Witness is
particularly concerned about are Mitsubishi Corp., Mitsui & Co. Ltd., Itochu & Co.
12
Haghirian 2010: 24
Alston et al 2005: 94–95
14
Richter 2000: 21; Oh 2004: 74
13
26
Ltd., Sumitomo Corp., Marubeni Corp. and Nissho Iwai Corp.” (Hesse 2000: para.
17)
See also keiretsu, horizontal keiretsu, kinyū keiretsu
bōnenkai
忘年会
* Japanese lit. ‘forget the old year’; bou (forget) + nen (year) + kai (meet, see;
meeting; society, club).
n. an end-of-the-year party sponsored by the supervisor.
NOTE: A senior official makes a speech to thank the employees for their work. It is
therefore an official event and compulsory. It plays an important role in
maintaining harmony in the office.15
“Another tradition is an event called a ‘bonenkai’, or end of year party. Many
companies hold a bonenkai for their employees while students, housewives, friends,
etc. form their own groups to celebrate.” (BYU-GloWbE n.d.)
“Even office parties and end-of-the-year bonenkai parties often require suits.”
(Chavez 2009: para. 15)
bu 部
* Japanese bu (section, division).
n. a department of a company.
NOTE: A department is made up of several sections (ka). The department head is
called buchō. The departments in Japanese companies mostly resemble those of
Western companies, but sōmu-bu and jinji-bu are exceptions.16
See also ka, buchō, kokusai-bu, sōmu-bu, jinji-bu
buchō 部長
* Japanese bu (section, division) + chou (head).
n. a department manager.
NOTE: It is the position below senmu and jōmu and above kachō in the company
hierarchy. The responsibilities of a buchō are similar to those of a vice president in
large US firms. Their main duties are to report to the president or his deputy, to
participate in meetings of various divisions, and to communicate with the board.17
„According to the survey, which covered 110 major corporations, 107 said it is
important to use women’s talents. But there are large gaps between those who have
made it to “kacho” (section head) and the larger “bucho” (division head)
positions.” (The Japan Times 2010: para. 4)
15
Alston et al 2005: 16; Picken 2009: 346
De Mente 2012: 68–69
17
Alston et al 2005: 29; Picken 2009: 38; Lazer et al 1990: 361
16
27
“After entering into a particular division or subsidiary, an employee may often
serve under one bucho for his entire career, thereby developing a strong dependent
relationship.” (Morgan et al 1991: 55)
See also bu, bukachō
bukachō 部課長
* Japanese bu (section, division) + ka (section) + chou (head).
n. the middle and lower management of a company that includes department and
section heads and their assistants.18
See also buchō, kachō, kakarichō, hirashain, yakuin
bunkatsu hōshiki
分割方式
* Japanese lit. bunkatsu ‘division’, houshiki ‘method’; bun (part; divide) + katsu
(divide) + hou (direction; way of doing) + shiki (style).
n. a type of cell production in which four or five people work in a cell and perform
specialised tasks.
Also called divided production system19
See also cell production
bureikō 無礼講
* Japanese lit. burei ‘impolite’; bu (without; nothing) + rei (etiquette; rite,
ceremony) + kou (lecture).
n. an informal party where adhering to business etiquette is not compulsory.
NOTE: This includes for example regular drinking parties, end-of-the-year and
New Year parties.20
“There is a tradition in Japan known as “bureiko”, which basically means that
when drinking usual manners can be broken. For example, addressing your
superiors without adding their position (like Tanaka shacho (President Tanaka) or
saying things to your superiors that you usually keep to yourself.” (Tokyo Life
Navigator 1999: para. 3)
See also nomikai
18
De Mente 2012: 67
Isa et al 1999: 552; Haghirian 2010: 37
20
De Mente 2012: 158
19
28
C
capital keiretsu
See kinyū keiretsu, shihon keiretsu
cell production
n. a lean production system in which a worker or a small team of not more than five
people manufacture similar products in cells (small production units), which save
time and costs and are able to respond flexibly to changes in demand.
NOTE: It is often combined with the system of jidōka. The three types of the cell
production system are bunkatsu hōshiki, hitori hōshiki and junkai hōshiki.
Also called multitask spiral line, one-man production line system, cellular
manufacturing21
“And since last year, robots have been helping to make Canon’s camera lenses.
Before the switch, Canon used the conventional cell production style, which assigns
one worker to multiple tasks. The new system is a man-machine cell production
system.” (Goto 2014: para. 9)
“The most important system in final assembly plants, particularly in the electrical
and information technology (IT) industries, has been cell production.” (Isa et al
1999: 549)
See also jidōka, bunkatsu hōshiki, hitori hōshiki, junkai hōshiki
cellular manufacturing
See cell production
chaku-chaku 着々
* Japanese lit. ‘load-load’; chaku (put on) + repetition.
n. a lean single-piece manufacturing technique, in which a worker takes the parts
from one machine to the next, operating every machine throughout the production
cycle.22
“With the simple Chaku-Chaku line, the required quantities can also be achieved
by deploying operators in a more flexible manner.” (Schloz: 20)
chase production system
See junkai hōshiki
chōrei 朝礼
* Japanese chou (morning) + rei (rite, ceremony).
n. the gathering of employees at the beginning of the workday.
21
22
Haghirian 2010: 36-37; Business Dictionary – cellular manufacturing
Business Dictionary – chaku-chaku; Gembutsu Consulting
29
NOTE: In larger companies divisions or teams have their own chōrei. This consists
of the president’s or division head’s greeting, which may be followed by some
physical exercises, the singing of the company anthem or reciting of the company
slogan.23
“This emotional identification with the company and the spirit of unity among the
workers continue to be nurtured by chōrei or “morning pep-talk sessions”, and by
company-sponsored recreation trips, cultural classes, sports activities, and even
matchmaking and marriage counseling.” (Nishiyama 2000: 36)
chūken kigyō 中堅企業
* Japanese lit. kigyou ‘enterprise’; chuu (middle) + ken (firm, solid) + ki (project) +
gyou (work, business, industry).
n. a leading medium-sized enterprise (LME).
NOTE: This term distinguishes the LMEs from small, medium-sized and large
companies.24
“A warning to the chuken kigyo is the experience of two big firms, Canon and
Nikon, against ASML, a Dutch company, in the market for steppers, the tools used
to make computer chips.” (The Economist 2009: para. 27)
“These medium enterprises, known as Chuken Kigyo, have been gaining market
share exactly at a time when Japanese end product manufacturers have been losing
market share to South Korean and Taiwanese competitors.” (Kim 2014: para. 4)
chūshō kigyō 中小企業
* Japanese lit. kigyou ‘enterprise’; chuu (middle) + shou (small) + ki (project) +
gyou (work, business, industry).
n. small and medium enterprises (SME).
“The flagship of entrepreneurship, here, is the sector of chusho kigyo – literally,
“small and medium enterprises,” with an emphasis on smallness.” (Dana 1999: 63)
chūto saiyō 中途採用
* Japanese lit. chuuto ‘midway’, saiyou ‘employment’;
chuu (middle) + to (way, route) + sai (pick, gather) + you (employ).
n. the recruitment of employees with work experience, as opposed to fresh
university graduates as is the custom in Japan.
NOTE: It occurs when companies need to hire new employees before the usual
time of recruitment.25
“It is also widely believed that the labor market of the chuto saiyo workers is
competitive and their job duration is much shorter than that of the workers in the
internal labor market.” (Eguchi 2009: 11)
23
Nonaka et al 1995: 150; Alston et al 2005: 149–150; Picken 2009: 346
Ferguson 2003: VI
25
Hasegawa 1986: 67
24
30
“Although it is possible to become a regular employee in some companies at a later
point after a period of employment with another company, this path is both more
unusual and more difficult, and it has even been given a special term: chuto saiyo
or mid-career recruitment.” (Matsunaga 2000: 20)
See also shinsotsu (ikkatsu) saiyō
closed KK
See kabushiki jōto seigen kaisha (JSKK)
D
daihyō torishimariyaku 代表取締役
* Japanese lit. daihyou ‘representative’, torishimariyaku ‘director’; dai (substitute)
+ hyou (express, show) + tori (take) + shimari (conclude; tighten) + yaku (service).
n. a representative director who has the right to act in the name of the company.26
“He demanded at a shareholder meeting that he be named representative director
(daihyo torishimariyaku) since, according to his calculations, he held even more
shares than the firm’s president.” (Szymkowiak 2002: 53)
de-keiretsu-ization
n. the restructuring of keiretsu after the financial crisis of the 1990s in Japan.
NOTE: It does not mean the complete dissolution of keiretsu. The main banks of
the six big keiretsu merged into four banks (Tokyo-Mitsubishi, Mitsui-Sumitomo,
Mizuho, UFJ), which are no longer main banks, but financial holding companies
that directly own and control former independent keiretsu member firms, thus
intensifying the centrality of financial institutions in keiretsu.27
“There is a clear divide between Toyota and Nissan. The former indicates the
maintenance of group-centred inter-firm relations, while the latter is characterized
by the advancement of de-keiretsu-ization.” (Kawai 2009: para. 19)
distribution keiretsu
See ryūtsū keiretsu
divided production system
See bunkatsu hōshiki
dōki 同期
* Japanese lit. ‘the same period/class’; dou (same) + ki (term, period).
n. people who enter a company or school at the same time.28
26
De Mente 2012: 67
Oh 2004: 78
28
Jackson et al 2004: 59
27
31
“A douki is a cross between sibling and comrade — the unwritten agreement is that
all douki will stick together, whatever happens.” (Shoji 2004: para. 19)
See also dōkyūsei, dōryō
dōkyūsei
同級生
* Japanese lit. ‘classmate’; dou (same) + kyuu (grade) + sei (student).
n. people who are in a non-hierarchical relationship in a company.29
“These dokyusei have important, life-long bonding roles in Japanese companies
and society.” (Chavez 2012: para. 5)
See also dōki, dōryō
dōryō
同僚
* Japanese lit. ‘colleague’; dou (same) + ryou (colleague).
n. a group of colleagues who join a company at the same time.
NOTE: The relationship of the dōryō is the only equal one in a Japanese company.
It is marked by the use of informal language among one another.30
See also dōki, dōkyūsei
“A Japanese can usually only see himself in relation to other people in three ways.
These are as an equal colleague (doryo), a junior (kohai) or a senior (sempai).”
(Cotter 2011: 19–20)
E
enkai 宴会
* Japanese en (banquet) + kai (meet, see; meeting; society, club).
n. a business party or banquet.31
“But especially when the enkai is with business associates, the status or rank of
each guest present is a huge consideration for how the evening will play out.”
(Japan Rider 2008: para. 3)
enterprise union
See kigyōnai kumiai
29
Haghirian 2010: 19–20
Haghirian 2010: 20
31
Alston et al 2005: 65
30
32
F
freeter フリーター
* derived from the English word ‘free’ and the German word ‘Arbeiter’.
n. a young person aged 15–34 who works voluntarily as a part-time or marginal
labourer and changes jobs frequently, whose level of education is below average
and who is not in the process of obtaining an education.32
“The freeter phenomenon fuels the estimated 10,000 bands that play at hundreds of
“Live Houses” throughout Tokyo each night.” (BYU-COCA 1990)
“But rather than being a manifestation of the problems bedevilling Japan’s
economy, Mr Nambu believes, freeters are a solution to its ills.” (The Economist
2007b: para. 4)
fuku shachō 副社長
* Japanese fuku (secondary) + sha (company; society) + chou (head).
n. executive vice president.33
“The two presidents are even adopting the English-language titles of “chief
executive” and “chief operating officer”, rather than admit that one of them is
shacho (the boss), and the other fuku-shacho (his deputy).” (Nicosia Business
Review. 2011: para. 2)
Fuyō-kai 芙蓉会
* Japanese fu (lotus) + you (cotton rose) + kai (meet, see; meeting; society, club).
n. the presidents’ council (shachōkai) of Fuyō group.34
“One day in September 1999, directly after the announcement to form Mizuho
Holdings from Fuji Bank, DKB, and IBJ, it was reported that Fuji Bank quit
serving as organizer of the regular presidential meeting, Fuyo-kai.” (Shimotani
2004: 198)
See also Big Six, keiretsu, shachōkai, kai
G
gaijin
外人
* Japanese lit. ‘foreigner’; gai (outside) + jin (human being).
1. n. an outsider.
“The distinction between insider and outsider, between Japanese and gaijin, is
central to understanding the Japanese business machine.” (Morgan et al 1991: 69–
70)
32
Abegglen 2006: 84
Alston et al 2005: 155
34
Lincoln et al 2004: 18
33
33
2. adj. non-Japanese.
NOTE: The term has had a derogatory connotation.35
“When I arrived in Tokyo and began to staff my newspaper’s bureau, I found many
young Japanese intrigued by the prospect of joining a gaijin company—an act that
carried a whiff of individual risk and nonconformity, even of defiance.” (Smith
2011)
gaman 我慢
* Japanese lit. ‘patience’, ‘endurance’; ga (self) + man (arrogant).
n. a concept that refers to the ability to endure without complaining unpleasant
things one cannot change immediately.36
“In the past week three developments have cast doubt on the usefulness of Japan’s
prevailing attitude of gaman, or endurance.” (The Economist 2011: para. 2)
“Gaman reflects a distinctively Japanese mentality, the direct consequence of
geography and history in a country where the cycle of destruction and renewal is
embedded in the national psyche.” (The Australian 2011: para. 7)
gambaru/ ganbaru 頑張る
* Japanese gan (stubborn) + baru (strain).
v. a concept that refers to making an effort to complete a task despite difficulties.
NOTE: It is used to encourage people to do their best as giving up or taking an
easier path is seen as a weakness in Japanese society. It is often used in the
expression of encouragement “ganbatte kudasai” (“Please do your best”, “keep
trying”).37
“It often seems that Japanese go to extremes to show that they have truly ganbarued, put in the maximum effort.” (Kopp 2010: para. 3)
“Given the recent alarming upsurge of stress-related illness in Japan, perhaps the
consequences of extreme ganbaru-ing need to be given further examination.”
(Kopp 2010: para. 7)
gasshuku 合宿
* Japanese lit. ‘lodge together’; ga (combine; fit) + shuku (lodge).
n. a weekend retreat for employees.
NOTE: It is organised as a reward for good work or for raising the morale of the
employees. It also serves as a training session as lectures on new techniques are
held during the gasshuku. It is a means of developing and maintaining the wa
35
Haghirian 2010: 56; De Mente 2012: 162
Haghirian 2010: 15, 79
37
Haghirian 2010: 15, 79; Alston et al 2005: 14, 30
36
34
(harmony) of an office. The term is also used in the field of sports in the meaning
of a training camp.38
“It is hard for a non-Japanese to realize how important such company-sponsored
activities as the gasshuku weekend retreats are to the workers. Many Japanese
corporate employees work long hours; nor do they like to take long vacations away
from their jobs.” (Alston 1986: 45)
“Most Japanese companies therefore implement a number of operations to allow
employees to meet and communicate in a relaxed manner. These activities include
nomikai (dinners with co-workers after work), gasshuku (short excursions with coworkers), or frequent tea or coffee breaks.” (Girard et al 2010: 80)
gemba/ genba 現場
* Japanese gen (actual; appear) + ba (place).
n. the shop floor.39
“As improvements are made on the Gemba (actual pace of work) involving the
people who do the work and those who support them, solutions tend to be fact
based, realistic, and useful to those involved.” (Rivera 2006: para. 10)
“Upstream staff must examine how their own particular function must be reformed
first, so that existing Gemba conditions can be improved.” (KAIZEN Management
Consulting Co., Ltd. n.d.: para. 8)
gemba/ genba attitude
See genchi gembutsu
gemba/ genba kaizen/ gemba/ genba-kaizen 現場改善
* Japanese gen (actual; appear) + ba (place) + kai (reform) + zen (good).
n. an action-oriented approach to management that involves activities carried out in
the workplace with the focus on small changes that introduce improvements in a
long-term perspective.40
“Applied to any workplace Gemba-Kaizen means continuing improvement
involving everyone - managers and workers alike.” (Rivera 2006: para. 4)
“The first step towards implementing Gemba Kaizen is to recruit team members
from various departments to identify existing problems at the shop floor level.”
(KAIZEN Management Consulting Co., Ltd. n.d.: para. 3)
See also kaizen, teian kaizen, jishuken
38
Alston et al 2005: 16
Haghirian 2010: 11
40
Haghirian 2010: 5
39
35
gemba/ genba walk
n. a lean management practice, whereby leaders, managers and supervisors visit the
gemba, i.e. the shop floor, in order to facilitate continuous improvement and
process standardisation.41
“Many managers of big organizations have found that Gemba Walk is an effective
tool to manage and lead their associates successfully.” (Fumat Business Solutions
2013: para. 1)
See also gemba, kaizen, gemba kaizen
genchi gembutsu/ genbutsu 現地現物
* Japanese gen (actual; appear) + chi (ground; place) + gen + butsu (thing).
n. a policy that requires managers to become involved in the company’s daily
operations by experiencing the work on a production site or in a business section
for themselves and seeing the problems to be solved first-hand.
NOTE: It is used to train young university graduates who are entering a company.
Also called gemba/ genba attitude42
“In at least one important respect genchi genbutsu represents a fundamental
difference between western and Japanese management styles—whereas in the West
knowledge is gleaned and digested in the office or the boardroom, in Japan it is
gleaned on the factory floor.” (The Economist 2009a: para. 3)
“Each professional is expected to spend time out in the field talking to car buyers.
The Japanese have a name for it: genchi genbutsu -- go to the scene and confirm
the actual happenings. Most big companies have something like it; what
distinguishes Toyota is that its executives actually listen and have turned those
insights into profits.” (BYU-COCA 2007)
See also kamishibai, Total Quality Control
genkyoku 原局
* Japanese gen (original) + kyoku (bureau).
n. a bureau in a ministry or agency that is responsible for the policies within a
certain industry.43
“The genkyoku are responsible for every aspect of an industry’s development.
Though the genkyoku formulate policy and establish the same committees that
evaluate and approve of them, the interests of the business sector are strongly
represented via hundreds of industry associations.” (BYU-COCA 1994)
41
Bowen n.d.
Haghirian 2010: 10; the Official Website of Toyota Motor Manufacturing, Kentucky, Inc. n.d;
Insightout 2007: para. 18
43
Komiya 1999: 89; Witt 2011: 94
42
36
genryō keiei
減量経営
* Japanese lit. ‘slim management’; gen (decrease) + ryou (quantity) + kei (manage)
+ ei (manage).
n. a management strategy that aims at rationalisation and the reduction of costs at
the time of recession.
NOTE: It was implemented during the oil crisis of the 1970s.44
“The main concern of Japanese firms in the mid-1970s was how to overcome the
first negative growth experienced since the end of the war, which was brought on
by the first oil shock. One step they took in this direction was to ‘slim down’
(genryo keiei) by reducing the amount of external debt and the number of
employees.” (Westney 1994: 154)
gentei 限定
* Japanese gen (limit) + tei (fix).
n. a limited or special edition.
NOTE: It refers to product adaptations that are on sale for a short time.45
“And a word that sends consumers flocking to stores is gentei, Japanese for
“limited edition.”” (Hall 2007: para. 3)
“The gentei phenomenon has made it harder for companies to build a brand
around a few signature products.” (Hall 2007: para. 7)
giri 義理
* Japanese gi (righteousness) + ri (reason; basic principle).
n. an obligation or duty to one’s superiors.
NOTE: It refers to social debts that one has because of one’s rank or position in a
group.46
“Often when scandals errupt, it is the president of the company who resigns -- even
if he didn't have any direct connection -- out of a sense of giri, or a duty to fufill
social obligations.” (Japanese Culture: A Primer For Newcomers 2004: para. 27)
See also on
GK
See gōdō gaisha
GMK
See gōmei gaisha
44
Seiyama 1989: 65
Haghirian 2010: 109
46
Jackson et al 2004: 81; Alston et al 2005: 8-9
45
37
gōdō gaisha/ kaisha (GK)
合同会社
* Japanese lit. goudou ‘combination’, ‘union’, kaisha ‘company’; gou (combine;
fit) + dou (same) + kai (meet, see; meeting; society, club) + sha (company; society).
n. a limited liability company.
NOTE: This type of company was replaced by yūgen gaisha in 2006 with the
implementation of the new Commercial Code of Japan. The liability of members is
limited by their contribution to the capital.47
“GK is a new system in Japan, so it is still not really trusted by corporations here.
Most big companies in Japan still prefer to work with KK, especially if you have a
small company or a startup.” (How To Start A Business In Japan 2013: para. 11)
See also kabushiki gaisha (KK), yūgen gaisha, mochibun kaisha
gōmei gaisha/ kaisha (GMK)
合名会社
* Japanese lit. kaisha ‘company’; gou (combine; fit) + mei (name) + kai (meet, see;
meeting; society, club) + sha (company; society).
n. an unlimited partnership; a general partnership, in which one or more of the
partners have unlimited liability.48
“Both unlimited partnerships (Gomei-Kaisha) and limited partnerships (GoshiKaisha) are granted corporate status under the Companies Act, but they are rarely
chosen in practice because equity participants bear unlimited rather than limited
liability.” (JETRO n.d.: para. 3)
See also gōshi gaisha, mochibun kaisha
gōshi gaisha/ kaisha (GSK)
合資会社
* Japanese lit. kaisha ‘company’; gou (combine; fit) + shi (resources) + kai (meet,
see; meeting; society, club) + sha (company; society).
n. a limited partnership.
NOTE: There are two types of members: at least one partner has unlimited liability
(a general partner), the others may have liability limited to their contribution to the
capital (silent partners).49
“But because LLCs did not exist in Japan back then, Okayasu, formerly of game
giant Sega Corp., registered his company as a limited partnership, or “goshi
gaisha.” Limited partnerships are similar to LLCs but make the owner, in this case
Okayasu, personally liable for all the debt his company takes on.” (Takahara 2006:
para. 2)
See also gōmei gaisha, mochibun kaisha
47
Company Formation Japan
Company Formation Japan; Lloyd 2008; Majima n.d.
49
Company Formation Japan; Webster’s Online Dictionary; Majima n.d.; Lloyd 2008
48
38
gosōsendan hōshiki/ gosōsendan-hōshiki 護送船団方式
* Japanese lit. gosou ‘convoy’, sendan ‘fleet’, houshiki ‘method’;
go (protect) + sou (send) + sen (ship) + dan (body, group) + hou (direction; way of
doing) + shiki (style).
n. a system of regulation that aims at making all of the firms in the financial
industry develop at the same pace.
NOTE: This creates close ties between the Ministry of Finance and banks.50
“In the current Japanese trope, the Gososendan-hoshiki consists of strong and
weak banks; the strong banks hold afloat the weak ones. By breaking up the convoy,
central bankers around the world hope to allow the Japanese banks weakened by
bad loans to sink and the strong to survive.” (Safire 1998: para. 13)
GSK
See gōshi gaisha
gyōsei shidō
行政指導
* Japanese lit. gyousei ‘administration’, shidou ‘guidance’; gyou (go; act) + sei
(political administration) + shi (finger; point) + dou (guide).
n. guidance given by government officials to private companies, both formally and
informally.
NOTE: It includes forcing or persuading company executives to adhere to policies
that are not required by law but are deemed necessary by government officials.
There is considerable moral pressure to follow the guidelines.
Also called administrative guidance51
“In fact, the LDP old guard, in an attempt to shore up sagging share prices in
Tokyo, has reverted to its traditional pressure tactics to steer banks away from
unwinding their vast blocks of cross-held stocks. This “gyosei shido,” or
administrative guidance, has long been a symbol of Japan’s old and opaque style of
decision-making.” (Kubo 2000: para. 17)
See also madoguchi shidō
H
habatsu
派閥
* Japanese lit. ‘clique’; ha (sect; dispatch) + batsu (clique).
n. a small informal group or clique in a Japanese organisation.
NOTE: There is rivalry between habatsu, but not within them.52
50
Malcolm 2001: 68; Kono et al 2001:204; Sakai 2004: 45
Alston et al 2005: 111; De Mente 2012: 164; Picken 2009: 105
52
Alston et al 2005: 150
51
39
“It is true that different school cliques or family groups can become habatsu
(factions within a company) because they tend to treat faction members much more
favourably than nonfaction members.” (Nishiyama 2000: 33)
“Habatsu are the settings for change and group rivalries.” (Alston et al 2005: 150)
haichi tenkan 配置転換
* Japanese lit. haichi ‘placement’, tenkan ‘conversion’, ‘switch’;
hai (distribute) + chi (place) + ten (turn) + kan (exchange).
n. a system of job rotation, in which employees work in various departments of the
company, obtain knowledge of different fields and acquire an understanding of the
company as a whole, as opposed to specialising in one area.
NOTE: This system helps the employees to identify with the entire company.53
“More than 60% of Japanese firms – and over 80% of banking, financial and
insurance firms – practice haichi tenkan.” (Haghirian 2010: 28)
haken 派遣
* Japanese ha (sect; dispatch) + ken (dispatch).
n. a temporary dispatch worker.
NOTE: This style of contract employment is more restrictive than the ukeoi style of
employment. A haken worker has to pay into the National Health and Pension
systems, does not have tax advantages, and the types of work allowed are limited.54
“More and more manufacturing companies are bringing in contract workers
(ukeoi) to have them work like temporary workers (haken) — as if dispatched from
staffing agencies — but without haken benefits.” (The Japan Times 2006: para. 1)
See also ukeoi
Hakusui-kai
白水会
* Japanese haku (white) + sui (water) + kai (meet, see; meeting; society, club).
n. the presidents’ council (shachōkai) of Sumitomo group.55
“Sometime in 1951, the meetings became organized on a more systematic basis
among Sumitomo companies, resulting in formation of the Hakusui-kai, or White
Water Club.” (Gerlach 1992: 105)
See also Big Six, keiretsu, shachōkai, kai
hanko
判子
* Japanese lit. ‘seal’; han (judge) + ko (child).
n. the personal seal used instead of a signature.56
53
Haghirian 2010: 28, 30
Haghirian 2010: 145; Wahl 2009: para. 3–4
55
Lincoln et al 2004: 18
56
Picken 2009: 347
54
40
“In the processes of administration, the hanko of all relevant officials is required,
with the president being the final one.” (Picken 2009: 347)
“A “hanko” personal seal is a necessary item for most adults in Japan, serving the
same role as a signature in the West.” (Nakamura 2007: para. 1)
hanseikai / hansei kai/ hansei-kai 反省会
* Japanese lit. hansei ‘reflection’, ‘introspection’; han (counter, oppose) + sei
(introspect) + kai (meet, see; meeting; society, club).
n. a meeting held after the completion of a project or task in order to discuss
possible improvements that would lead to a higher level of quality.
NOTE: Such a meeting typically includes an analysis of the task, its success and
the performance of the team members, feedback and a discussion of possible
improvements for future projects. A task is considered completed only after the
hanseikai has been carried out.57
“Since a hanseikai can last a few hours, it is held right after the end of a task, when
memory is still fresh and all members have ideas about how to improve the process
in the future.” (Haghirian 11–12)
See also Total Quality Control
haragei 腹芸
* Japanese hara (belly) + gei (art).
n. an implicit manner of communication.
NOTE: According to traditional belief, the stomach is the centre of one’s emotions.
Haragei can be a means of perceiving the thoughts of other people, but can also be
used to deceive others. As opposed to ishin-denshin, in the case of haragei hidden
messages are conveyed deliberately. The use of silence as a response is an example
of haragei.58
“He thought that such Japanese concepts as haragei, ishindenshin, tatemae and
honne, which some foreigners regard as a form of Japanese hypocrisy, were
superior to rational argument as a means of communication.” (Cortazzi 2008: para.
16)
See also ishin-denshin
heijunka
平準化
* Japanese lit. heijun ‘level’; hei (flat, even; calm) + jun (standard) + ka (change
into).
n. production levelling; a technique of just-in-time management that is aimed at
levelling out the workload by producing the same variety of products every day by
57
58
Haghirian 2010: 11
Jackson et al 2004: 28; De Mente 2012: 165; Davies et al 2002: 103, 105–106
41
means of constantly producing several different products on the same line, thus
helping to reduce inventory.59
“The Heijunka schedule should specify what needs to be done during each minute
of the available production time (excluding planned downtime for meetings, breaks,
etc).” (Vidal 2011: para. 12)
See also heijunka box, just-in-time
heijunka box
n. a visual scheduling tool used for production levelling.
NOTE: It consists of a grid of boxes with coloured cards (kanban cards) that give a
clear overview of the tasks coming up in the production process. It is usually
divided into horizontal rows representing different products and vertical columns
representing time periods.60
“Toyota uses a heijunka box to achieve the heijunka style efficiencies; this is
basically a visual scheduling board that shows the different demand levels for
certain products.” (BusinessKnowledgeSource.com. n.d. b)
See also heijunka, kanban
hirashain 平社員
* Japanese hira (flat, even; calm) + sha (company; society) + in (member).
n. an employee without rank.61
“The hira-shain, or ordinary worker, is mainly involved in decision-making
through quality circles and the suggestion system or in other limited ways that have
direct implications for their jobs.” (Taplin 1995: 28)
See also bukachō, yakuin
hitori hōshiki 一人方式
* Japanese lit. hitori ‘one person’, houshiki ‘mehtod’; hito- (one) + -ri (human
being) + hou (direction; way of doing) + shiki (style).
n. a type of cell production in which a single person carries out all of the necessary
tasks in a cell.
Also called one-man production system62
“A number of quality circles were set up to discuss the issues and decided that the
largest job satisfaction would come from job enrichment so a one-man production
system was set up whereby each worker engaged in assembling a whole passenger
car. The productivity increased 100%.” (Hignett et al 2005: 205)
See also cell production
59
Haghirian 2010: 33–34
Manufacturing Terms – heijunka box
61
De Mente 2012: 67
62
Isa et al 1999: 552; Haghirian 2010: 37
60
42
honne 本音
* Japanese hon (basis, origin, root) + ne (sound).
n. one’s true feelings and actual private opinions that cannot always be voiced in
public or in business situations.
NOTE: Honne can in some cases be expressed in a firmly established business
relationship.63
“Japan’s “honne” and “tatemae” approach to some foreign policy issues has had
poor results.” (Clark 2008)
“The honne (real reason) of the program is to legally let small and medium
Japanese companies import cheap labor.” (Brasor 2007: para. 2)
“Unlike many people who hide behind their tatemae social mask, Osakans wear
their honne inner selves on their sleeves.” (Moriguchi 2001: para. 14)
See also tatemae
honsha 本社
* Japanese lit. ‘head office’; hon (basis, origin, root) + sha (company; society).
n. a pre-war holding company of a zaibatsu.64
“Within the six main groups, three have clear and direct connections to zaibatsu
that dominated the Japanese economy during the prewar and wartime periods: the
Mitsubishi, Mitsui, and Sumitomo groups all have at their center most of the
companies that were first-line subsidiaries of the zaibatsu holding company, the
honsha.” (Gerlach 1992: 81)
See also zaibatsu
hōrensō/ hō-ren-sō ホウレンソウ
* an abbreviation deriving from the Japanese words hōkoku (報告, reporting),
renraku (連絡, communication) and sōdan (相談, consultation)
n. a reporting system consisting of three elements (reporting, communication and
consultation) that form the foundation of Japanese business communication, with
teamwork being viewed as the basis of success.65
“Japanese take it as a given that ho-ren-so is a good way of working and that it is
common to people from other countries. They often expect their American
colleagues to do ho-ren-so, without realizing that it’s not natural to them.” (Kopp
2008: para. 8)
horizontal keiretsu
n. a type of keiretsu that consists of non-hierarchical member firms specialising in
various industries, especially in the fields of banking, securities, trading and
63
Haghirian 2010: 78; Alston et al 2005: 19, 33
Oh 2004: 28
65
Chapagain; Tokyo Work Life
64
43
transport, not general production, and that is characterised by cross-shareholding,
taking loans from group financial institutions (including the main bank),
exchanging board members and selling to and buying from other firms in the group,
in particular the group trading company.
NOTE: This system developed after the dissolution of the zaibatsu to prevent
takeovers of companies. Cross-shareholding of stock, financial transfers and
administration by the presidential council (shachōkai) are the factors binding the
members together. The term ‘horizontal’ may create confusion because in English
it refers to rivals in a single industry, while in the case of this term it refers to the
non-hierarchical relationship of the member firms. The big six keiretsu belong to
this category.66
Also called yoko keiretsu 横系列
* yoko (sideways) + kei (system; lineage) + retsu (row);
intermarket keiretsu;
kigyō shūdan
企業集団
* Japanese lit. kigyou ‘enterprise’, shuudan ‘group’; ki (project) + gyou (work,
business, industry) + shuu (collect) + dan (body, group).
“Typical of a Japanese horizontal keiretsu is Mitsubishi where the Bank of TokyoMitsubishi sits at the top of the keiretsu.” (Twomey 2009: para. 5)
“Large Japanese firms are part of horizontal keiretsu clusters centered around a
main bank. These corporate groups or kigyo shudan played an important role in
the allocation of financial resources.” (van Acht 2004: 5)
See also keiretsu, vertical keiretsu, Big Six, kabushiki sōgo mochiai, shachōkai
hōshin kanri 方針管理
* Japanese lit. houshin ‘direction’, kanri ‘management’; hou (direction; way of
doing) + shin (needle) + kan (exercise control) + ri (reason; basic principle).
n. a systematic planning method for determining the long-term aims of a company
and ensuring the successful operation of the business with the aim of continuous
improvement and while encouraging the involvement of all the employees.
Also called hōshin planning67
“Hoshin Kanri is not as well-known or “popular” as some of the other lean tools –
but it is an extremely valuable tool.” (Lean Production n.d.: para. 18)
hōshin planning
See hōshin kanri
66
Okumura 2000: 39, 135–136, Lincoln et al 2004: 17; Oh 2004: 27–28; Mokyr 2003: 216; van
Acht 2004: 4; Hoshi 1994: 289; Sakai 2004: 45
67
Elmer 2005
44
I
iitoko dori/ iitoko-dori
いいとこ取り
* Japanese lit. iitoko (good points) + dori (take).
n. the practice of taking over the best aspects of ideas or products and Japanising
them.
NOTE: This is grounded in the Japanese companies’ fear of high risks and a
favouring approach to imitating the ideas of others, with the latter being considered
a safe way of securing success.68
“Through the process of iitoko-dori, the most effective elements of Western
technology were brought into Japan and made its own, and this contributed
enormously to the modernization of the country.” (Davies et al 2002: 129)
insei 院政
* originally referred to a retired emperor who continued to exert an influence on the
ruler of the country; in (institution) + sei (political administration).
n. a retired official of a company or a politician.
NOTE: They maintain their prestige, contacts and influence in their company or
organisation, offer advice and are of assistance owing to their experience.69
“While the insei system has been very detrimental to Japan because it hides and
protects the sources of power from public scrutiny and responsibility, it
nevertheless has been very effective as a short-term weapon against foreign
interests in both the political and economic sphere.” (De Mente 2003: 130)
intermarket keiretsu
See horizontal keiretsu
ippanshoku/ ippan shoku
一般職
* Japanese lit. ippan ‘general’; i- (one) + pan (sort) + shoku (employment).
n. the administrative track; the career track for employees who are given clerical
tasks and are expected to support employees in the managerial track, and who have
little hope of rising to a higher position.70
“They provided day care centers, scrapped company uniforms and attempted to
end the sogoshoku-ippanshoku division.” (The Japan Times 2010a)
See also sōgōshoku, jimushoku
ishin-denshin/ ishin denshin
以心伝心
* Japanese i (by means of) + shin (heart) + den (transmit) + shin.
68
Haghirian 2010: 85, 142
Alston et al 2005: 49, 150; De Mente 2012: 168
70
Haghirian 2010: 101–102
69
45
n. a non-verbal manner of communication that is unintentional in nature.
NOTE: Particularly older Japanese people tend to prefer this way of
communication. It is important in social as well as business communication in
Japan.71
“But the telling part of the survey is revealed when you look at the reasons given by
those Japanese who viewed the presence of non-Japanese coworkers as a liability.
Fifty percent of them gave this as their reason: the inability to have Japanese-style
ishindenshin communication.” (Pulvers 2010: para. 6–7)
See also haragei
J
JETRO [ˈdʒɛtrəʊ]72
n. Japan External Trade Organization; an organization that promotes Japanese
international trade.
NOTE: Its employees frequently act as introducers when it comes to the export of
Japanese products.73
“In January-May this year, Japanese businesses’ direct investment in Asean
countries reached a record 8.24 billion dollars, a 70% jump on the year and
roughly double that in China, according to Japan External Trade Organization
(JETRO).” (Nikkei Asian Review 2013: para. 6)
jidōka 自動化
* Japanese lit. jidou ‘automatic movement’; ji (self) + dou (move) + ka (change
into).
n. a system in which automatic detectors inspect every product that has been
manufactured, stopping production and notifying workers if a defect is detected.
NOTE: It is one of the two main pillars of Toyota Production System (TPS).
Also called autonomation74
“At the conference, Anglo-Saxon manufacturers for whom Skegness represented
the Far East explained how lean concepts such as kaizen (continuous improvement)
and jidoka (automation with a human touch) had saved their businesses.” (Guthrie
2006: para. 3)
“Lean production has given TPS a bad name, by associating it with cost reduction
and job cuts. Yet people were always at its centre. Taiichi Ohno, Toyoda’s chief
71
Alston et al 2005: 3; De Mente 2012: 169; Davies 2002: 105
Oxford Dictionary of Abbreviations 1998
73
Alston et al 2005: 37–38
74
Haghirian 2010: 34–35; 1000 Ventures; the Official Website of Toyota Motor Manufacturing,
Kentucky, Inc.
72
46
production engineer, called it “autonomation” – or “automation with a human
touch”.” (Hill 2013: para. 6)
See also Toyota Production System (TPS), andon, cell production
jimushoku/ jimu shoku
事務職
* Japanese jimu ‘clerical work’; ji (affair, matter; abstract thing) + mu (duty) +
shoku (employment).
n. clerical staff who are responsible for administrative tasks and whose career
opportunities are restricted.
NOTE: Employees of this category are mostly female.75
“If one wants to switch from jimushoku to sogoshoku, if such an option is even
available and is not openly discouraged, it requires jumping a hurdle such as
passing a test.” (Kopp 2013: para. 3)
See also sōgōshoku, ippanshoku
jinji bu/ jinjibu 人事部
* Japanese lit. jinji ‘human affairs’; jin (human being) + ji (affair, matter; abstract
thing) + bu (section, division).
n. personnel department.
NOTE: It is usually larger and has more power than such departments in Western
firms. Decisions regarding recruitment, assigning positions and job rotation are
made there.76
“Creation and sustenance of organizational culture in a Japanese organization is
the responsibility of the human resources division or Jinjibu in Japanese.”
(Miroshnik 2013: 262)
jinji idō/ jinji-idō 人事異動
* Japanese lit. jinji ‘human affairs’, idou ‘transfer’; jin (human being) + ji (affair,
matter; abstract thing) + i (different) + dou (move).
n. personnel transfer.
NOTE: Every year in March, before the end of the fiscal year, Japanese companies
appoint some of the employees to a new position in another department or division
in order to provide them with experience in different fields of work.77
“One of the unique factors of jinji ido which is often surprising to non-Japanese is
that it is planned centrally by the human resource management department.”
(Kopp 2013a: para. 3)
jinmyaku/ jin-myaku 人脈
* Japanese jin (human being) + myaku (vein; pulse).
75
Kopp 2013: para. 3
De Mente 2012: 70
77
De Mente 2012: 171; Picken 2009: 348
76
47
n. a network of personal contacts that is necessary for finding employment,
business partners or clients.78
“It is often said that the biggest asset that executives can have in Japan is a wide
circle of jin-myaku.” (De Mente 2012: 172)
jirei 辞令
* Japanese ji (word) + rei (command).
n. a document that is issued by the personnel department, mostly in spring, when a
new employee is hired or when employees are transferred or fired or when they
retire.
NOTE: In the case of recruitment, it marks the beginning of the relationship
between an employee and a company, but does not give a specific job description
as it is not necessary because of the system of job rotation in Japanese companies.79
“In Japan, the kind of employment contract found in Western countries, one with
specific job descriptions, is very uncommon. For example, a jirei or “letter of
appointment” simply says,“You will be assigned to the Marketing Department.””
(Nishiyama 2000: 173)
jishu kanri 自主管理
* Japanese lit. ‘self-management’; ji (self) + shu (main; master, owner) + kan
(exercise control) + ri (reason; basic principle).
n. voluntary activities of small groups of employees who meet regularly to find
solutions to problems in their specific field of work.80
“A critical element in the operation and practice of the kamban system is the
network of human relationships among managers, workers, and supervisors, such
as Japan’s software management systems of quality control, and jishu kanri —
literally “autonomous management” — conducted through voluntary groups of
workers contributing to managerial functions.” (McMillan et al 1998: 80)
jishuken 自主研
* Japanese ji (self) + shu (main; master, owner) + ken (grind, polish; research).
n. a study group in which managers and executives meet to discuss what needs
continuous improvement, to foster lean manufacturing by trying to determine the
influence of different types of waste on production, and to reduce waste.81
“When integrated into plant-wide long-term continuous improvement, Jishukens
can be extremely effective at developing management’s ability to conduct and to
78
Haghirian 2010: 145; Free Dictionary: Financial Dictionary - jinmyaku
Haghirian 2010: 22–23; De Mente 2012: 172
80
1000Ventures; Lean Terms and Definitions
81
Lean Terms and Definitions; Ward 2008: 229
79
48
teach others to conduct daily kaizen and problem solving.” (Marksberry et al 2010:
para. 3)
See also kaizen, gemba kaizen
JIT
See just-in-time
jōmu (torishimariyaku) 常務(取締役)
* Japanese lit. torishimariyaku ‘director’; jou (normal; regular) + mu (duty) + tori
(take) + shimari (conclude; tighten) + yaku (service).
n. a managing director, a junior executive vice-president.
NOTE: It is the position below shachō, fuku shachō and senmu torishimariyaku in
the company hierarchy.82
“The executive managing director (jōmu torishimariyaku) is the top executive of a
division within the company and also reports to the president.” (Nishiyama 2000:
120)
See also senmu torishimariyaku
junkai hōshiki
巡回方式
* Japanese lit. junkai ‘tour’, ‘round’, houshiki ‘method’; jun (make the rounds; turn
round) + kai (turn round) + hou (direction; way of doing) + shiki (style).
n. a type of cell production in which two or three employees carry out all operations
in turn and nearly at the same speed.83
Also called chase production system
See also cell production
just-in-time (JIT)
n. a management philosophy aimed at eliminating production waste in order to
reduce inventory and maintain low storage expenses by means of scheduling the
production process so that all the required items are supplied exactly when they are
needed.
NOTE: It is one of the two pillars of the Toyota Production System, where it is
founded on three principles: the Pull System, continuous flow processing and takt
time.
Also called lean management, lean production84
“The authors blame a complacent reliance on the globalised economy and the
widespread adoption of “just-in-time” business models that stress lean, ultra82
Lazer et al 1990: 361; Alston et al 2005: 155
Isa et al 1999: 552; Haghirian 2010: 37
84
1000Ventures; Oxford Business English Dictionary; Haghirian 2010: 32, 34, 37; the Official
Website of Toyota Motor Manufacturing, Kentucky, Inc.
83
49
efficient operations with little slack built in for any unforeseen circumstances or
stock held in reserve.” (Harvey 2012: para. 2)
See also kanban, kaizen, heijunka, Toyota Production System, Toyotism
jūyaku 重役
* Japanese lit. ‘double-office-holder’; juu (heavy; duplicate) + yaku (service).
n. a high executive.
NOTE: The term refers to the shachō, fuku shachō, senmu, jōmu and heads of
departments, who are all also referred to as torishimariyaku (director).85
“A foreign executive in Japan has been called gaijin-juyaku, or an executive from
an outside or foreign country.” (Hamada 2008: 43)
K
ka
課
* Japanese ka (section).
n. a section in a company.
NOTE: It is the basic organisational unit in large Japanese firms. A section
comprises a section chief (kachō), generally two assistants or supervisors
(kakarichō) and several staff members. Sections are parts of a department (bu).
Work is assigned to the section as a whole.86
See also kachō, kakarichō
kabushiki gaisha/ kaisha (KK)
株式会社
* Japanese lit. kaisha ‘company’; kabu (stock) + shiki (style) + kai (meet, see;
meeting; society, club) + sha (company; society).
n. a joint-stock company; a type of corporation that is run by shareholders with
limited liability and by directors who are appointed by the shareholders.
NOTE: It is the most common type of company in Japan. It is the equivalent of a Ccorporation in the USA and a public limited company in the UK. There are two
types of kabushiki gaisha: closed (kabushiki jōto seigen kaisha) and open (kōkai
kabushiki kaisha).87
“A foreign company establishing a subsidiary company in Japan must establish it
either as a joint-stock corporation (Kabushiki-Kaisha), limited liability company
(Godo-Kaisha (LLC)), or a similar entity set by Japan's Corporate Law.” (Startup
Overseas n.d.: para. 16)
85
De Mente 2012: 66; Lazer et al 1990: 361
Hasegawa 1986: 49; De Mente 2012: 68
87
Lloyd 2008: para. 3;Majima n.d.; Venture Japan n.d.
86
50
“For a K.K, you are required to have a minimum share capital of 1 JPY and there
are no limitations to the number of shareholders a K.K may have, functioning
similarly to a Western corporation.” (Startup Overseas n.d.: para. 16)
See also kabushiki jōto seigen kaisha (JSKK), kōkai kabushiki kaisha (KKK), gōdō
gaisha
kabushiki jōto seigen kaisha (JSKK)
株式譲渡制限会社
* Japanese lit. jouto ‘transfer’, seigen ‘limitation’, kaisha ‘company’; kabu (stock)
+ shiki (style) + jou (cede, give up) + to (cross) + sei (system; control) + gen (limit)
+ kai (meet, see; meeting; society, club) + sha (company; society).
n. a closed joint stock company; a type of joint stock company (kabushiki gaisha),
in which the shares cannot be transferred to a third party if the shareholders do not
agree to it.
NOTE: It may be run by a single director, without a board of directors.88
Also called closed KK
“The JSKK is also called a Closed KK and appears to be the most flexible vehicle
for smaller start-ups.” (International Business Publications, USA 2012: 26)
See also kōkai kabushiki kaisha, kabushiki gaisha
kabushiki (sōgo) mochiai
株式（相互）持合い
* Japanese kabu (stock) + shiki (style) + sou (mutual) + go (reciprocal) + mochi
(hold) + ai (combine; fit).
n. cross-shareholding of stocks.
NOTE: This is a characteristic of the keiretsu member firms which has provided
member companies and main banks with a means of holding the corporate group
together and has prevented hostile takeovers of the members. The practice whereby
companies mutually own each other’s stocks is characteristic of Japanese
business.89
“Corporations may have purchased equity because they saw a need for mutual
stockholding (kabushiki-mochiai) to confirm business ties among firms or as
insurance against takeovers.” (Lincoln 1988: 133)
See also keiretsu, horizontal keiretsu
kachō
課長
* Japanese ka (section) + chou (head).
n. the head of a section (ka).
NOTE: It is the position below buchō in the company hierarchy.90
88
Company Formation Japan. n.d: para. 5–6; Lloyd 2008: para. 3
Okazaki et al 1993: 8; Oh 2004: 28, 62; Okumura 2000: 42
90
Alston et al 2005: 155; Lazer et al 1990: 361
89
51
“Often the “kacho” is expected to take care of his subordinates over and beyond
their official work hours and outside their official workplace – to be matchmaker,
for example.” (Kaynak et al 1995: 35)
See also ka, bukachō
kai
会
* Japanese kai (meet, see; meeting; society, club).
n. a meeting.91
NOTE: Frequently used in compound nouns.
“The presidents of the member companies of a capital keiretsu regularly hold
meetings in which they discuss the politics of the group. The basis of this kai is the
alternatingly held stock of the firm. The kai aids the integration to the inside and
the symbolism to the outside of the internal network boundaries.” (Richter 2000:
22–23)
See also kaigi, Fuyō-kai, Hakusui-kai, Nimoku-kai, Kinyō-kai, Sankin-kai, Sansuikai
kaichō 会長
* Japanese kai (meet, see; meeting; society, club) + chou (head).
n. chairman, chairman of the board.
NOTE: It designates the position of a former president (shachō) or founder of a
company who has given the right to make decisions to the new president and may
act as an advisor before retirement.92
“If you are a sarariman, you must raise the company’s performance so you can
impress the kaicho (chairman) and sodanyaku (top advisers) who made you a boss.”
(Otake 2008: para. 55)
kaigi 会議
* Japanese kai (meet, see; meeting; society, club) + gi (discuss).
n. a meeting.
NOTE: The aim and composition of a Japanese meeting differs from the western
meeting, which usually consists of a discussion and the drawing of conclusions. In
Japan, decisions cannot be made without the consent of everyone. Meetings are
held frequently and everything is discussed in detail. This makes meetings very
time-consuming. A Japanese-style meeting is thus meant for getting to know your
91
92
Richter 2000: 22
Alston et al 2005: 155; De Mente 2012: 67; Lazer et al 1990: 361; Nishiyama 2000: 120
52
business partners and building a friendly relationship as well as exchanging
information.93
“Japanese kaigi (meetings) are very strict in regard to the traditional rule of
seating arrangements.” (Haghirian 2010: 132)
See also kai
kaikaku
改革
* Japanese kai (reform) + kaku (reform).
n. a process of rapid and radical reform and innovation, sometimes used in
preparation for kaizen activities.
NOTE: Kaikaku projects are mostly put into practice by managers and engineers
and include for instance buying new equipment, changing area layouts, and work
procedure.94
“A popular pun in Japanese is to take the word kaikaku (reform, or change for the
better) and turn it into kaiaku (to change for the worse.)” (Clark 2006: para. 1)
See also kaizen
kaisha
会社
* Japanese kai (meet, see; meeting; society, club) + sha (company; society).
n. a private company.
NOTE: For the Japanese employees the company holds more importance than their
occupation, which makes them loyal to the company.95
“To join a large Japanese corporation as a junior executive, Hiro had to be a new
graduate of a top-ranked Japanese college. He knew he would be disqualified
immediately if he did not join a kaisha directly after graduation, if he attended a
college outside the elite circle, or if he failed to graduate at all.” (Yoshimura et al
1997: 16)
“After-hours are typically spent with co-workers. This close camaraderie is an
essential part of the team-building process that makes the kaisha a corporate
family.” (Morgan et al 1991: 66)
kaishashugi 会社主義
* Japanese lit. ‘companyism’, ‘company first-ism’; kaisha ‘company’, shugi
‘principle’, ‘ideology’; kai (meet, see; meeting; society, club) + sha (company;
society) + shu (main; master, owner) + gi (righteousness).
n. the characteristic of Japanese corporate culture whereby management as well as
regular staff stay loyal to the company and devote themselves to generating a profit
for the company.
93
Haghirian 2010: 127–128, 133; De Mente 2012: 172; Picken 2009: 145
1000Ventures; Lean Terms and Definitions
95
Abegglen 2006: 7; De Mente 2012: 60–61
94
53
NOTE: Loyalty to a company is of utmost importance in Japan. It is established
with the aid of on-the-job training and lifetime employment and contributes to
innovation and productivity. Those who leave a company are considered to be
traitors who should not be trusted by other employers.96
“Information sharing among teams and workers led to the sense of company-first
mentality, or kaishashugi, which in turn enhanced innovation and productivity.”
(Oh 2004: 3)
“In the course of the recent debate about the future of the Japanese employment
system, the alarming post-bubble weakness of the Japanese economic system has
inspired more fundamental, wide-ranging analysis of the entire society, often
centred on the concept of kaishashugi (company-ism).” (Holzhausen 2000: 227)
kaizen 改善
* Japanese kai (reform) + zen (good).
n. a philosophy of continuous improvement, according to which every member of
an organisation is responsible for improvement and small daily improvements can
amount to significant reforms.97
“One of the most difficult aspects of introducing and implementing Kaizen strategy
is assuring its continuity. When a company introduces something new, such as
quality circles, or total quality management (TQM), it experiences some initial
success, but soon such success disappears and the management keeps looking for a
new flavour.” (BYU-GloWbE 2012)
“The idea of kaizen, of cutting corners without cutting quality, is a great Japanese
business ideal.” (Kosaka 2010: para. 18)
“Toyota has long been known for its “kaizen” philosophy of constantly improving
its production processes.” (Nakanishi 2014: para. 4)
“For a small business, a Kaizen strategy is one that works to constantly improve
the performance of employees and managers, the interaction between staff and
management, and the pursuit of better productivity.” (Root n.d.: para. 1)
See also kaizen event, kaizen culture, Total Quality Management, kaikaku, jishuken,
Toyotism, yokotenkai
kaizen blitz
See kaizen event
kaizen culture
n. an organizational culture aimed at continuous improvement and based on three
principles: taking into consideration the process as well as the results, the use of
96
97
Takeda 2005: 128; Oh 2004: 3, 53
Haghirian 2010: 6; Picken 2009: 145
54
systemic thinking, and a non-judgmental and non-blaming approach that prioritises
finding a solution.98
“Often, lean success is defined as the existence of a “kaizen culture” in which lean
tools are effectively applied, by enthusiastic employees, to eliminate waste every
day.” (Roper n.d.: para. 3)
kaizen event
n. a series of activities, usually over a number of days, in which a team of managers
and workers decides how to improve a particular process within a company and
then takes the steps needed to do so.
Also called kaizen blitz99
“While a 5S kaizen event is a possible trailhead for a continuous improvement
journey, great care must be taken in planning the event to ensure that all five
components are adequately emphasised.” (BYU-GloWbE 2012)
“Using the Kaizen Blitz, employees learned how to work as a team to tackle
problems from the shop floor and, most importantly, how to solve them quickly.”
(Laraia et al 1999: para. 1)
“As with kaizens in manufacturing, business process kaizen events are exciting,
energize the participants, and achieve dramatic and surprising waste reduction
results by reducing non-value add time.” (Jean Cunningham Consulting 2014: para.
1)
See also kaizen
kakarichō 係長
* Japanese kakari (person in charge) + chou (head).
n. the supervisor of a section (ka).100
“In general, staff is promoted by positions subsection chief (kakaricho) to section
chief (kacho), and to department chief (bucho).” (Yashiro 2013: 28)
See also ka, kachō
kamishibai 紙芝居
* Japanese lit. ‘paper theatre’ (a theatrical form, which can be traced back to the
12th century Buddhist moral dramas, in which a storyteller relates stories with the
aid of illustrated boards); shibai ‘play’, ‘drama’;
kami (paper) + shiba (lawn grass) + i (reside; be present; sit).
n. an auditing system and a visual management tool for checking whether work is
carried out according to standards and for detecting problems.
NOTE: It is especially useful for adopting the practice of genchi gembutsu as
everything that needs to be checked on the gemba (shop floor) can be organised and
98
Kaizen Institute
Oxford Business English Dictionary; Manufacturing Terms – Kaizen Blitz
100
Jackson et al 2004: 115
99
55
scheduled. It focuses on checking safety rules, protective equipment, work
standards, documentation, general workplace organisation and routine activities.
The team leader takes a random card from the board in order to keep the checks
unpredictable, completes the daily, weekly or monthly check, thereafter replaces
the card and makes notes on the problem board if necessary.101
Also called kamishibai board
“On the kamishibai board, the cards are arranged hour by hour. The maintenance
person pulls the first card, does an hour’s worth of work, signs off on the card that
it was done, and goes on to the next one.” (Liker et al 2011: 49)
See also genchi gembutsu
kamishibai board
See kamishibai
kamiza 上座
* Japanese kami (up) + za (seat; sit).
n. the seat occupied by the highest-ranked person during a business meeting or
social gathering.
NOTE: It is usually located farthest from the door.102
“The seminar began by defining the position of “kamiza,” the seat of honor,
followed by instructions on how to hold, lift and place chopsticks and bowls using
various areas of the hand in a graceful fashion.” (Kato 2009: para. 12)
See also shimoza
kanban/ kamban 看板
* Japanese kan (watch; care for) + ban (board; plate).
1. n. a system of manufacturing in which the production of parts and their
movement around the factory is organised with the aid of instructions written on
cards that are sent to the relevant employees to request specific parts when they are
needed.
Also called kanban system
“One form of supplier control to reduce rampant opportunism in the form of
transaction costs is the kanban system (just in time system) that Toyota developed.”
(Oh 2004: 57)
“The supply schedule of parts is fine-tuned according to daily production
scheduling through the famed kanban system.” (Imai et al 1995: 43)
101
102
Miller 2009; Insightout 2007
Haghirian 2010: 132
56
2. n. a card or signboard used for organising the movement of parts during the
production process.
NOTE: Each card lists the necessary information about the type, origin, destination
and number of parts needed. It is an important tool of just-in-time production.103
“The kanban card is a simple, highly visible device that the Toyota Production
System uses to call-up components as they are required, meaning only a minimal
stock of components is held in the assembly area.” (Toyota Material Handling
Europe)
See also just-in-time
kanban system
See kanban (1)
kansayaku/ kansa-yaku
監査役
* Japanese lit. kansa ‘audit’; kan (oversee) + sa (look into) + yaku (service).
n. an audit & supervisory board member.
NOTE: This system of corporate governance can be found only in Japan and a few
other Asian countries. The functions of a kansayaku include auditing and
supervising the work of management together with the board of directors. The term
‘corporate auditor’ is widely used as the English equivalent of kansayaku and
‘board of corporate auditors’ in the case of kansayaku-kai, but the term ‘auditor’
does not sufficiently express their function as it is associated with external and
internal auditors whose function is different.104
“In Japan the role of company auditor (“kansa-yaku”) is generally regarded by
foreign investors as an inadequate safeguard.” (Cortazzi 2002: para. 12)
“A few reform-minded businessmen want Japan to ditch its system of compliant
board appointments, called kansayaku, in favour of American-inspired independent
directors.” (The Economist 2000: para. 5)
See also kansayaku-kai
kansayaku-kai
監査役会
* Japanese lit. kansa ‘audit’; kan (oversee) + sa (look into) + yaku (service) + kai
(meet, see; meeting; society, club).
n. an audit & supervisory board that consists of kansayaku who act as auditors and
supervisors of management.
“The kansayaku-kai shall, among other things, perform the following duties;
provided, however, that the determination made under item (3) of this article may
103
Oxford Business English Dictionary; Haghirian 2010: 34, The Official Website of Toyota Motor
Manufacturing, Kentucky, Inc
104
The Japan Corporate Auditors Association. n.d: 1–2
57
not preclude any kansayaku from exercising his/her own powers: (1) preparation of
audit reports; (2) appointment and removal of full-time kansayaku; and (3)
determination of audit policies, the methods of investigation of the status of the
operations and the financial status of the company and other matters regarding the
performance of the kansayaku’s duties.” (Japan Corporate Auditors Association
2006: para. 4)
See also kansayaku
kansei
感性
* Japanese kan (sense; feel) + sei (nature, character).
n. emotions and mental images that emerge in connection with an object.
NOTE: Kansei is mostly expressed as an adjective that refers to the impressions
that people develop in connection with something, for example a product. It is used
with regard to a principle of Total Quality Management, according to which
feedback from the clients is the basis of product improvement.105
“A good product is more appealing to consumers in terms of its price as well as its
function, shape, and color. It is a product that represents consumers’ needs and has
Kansei incorporated into it.” (Nagamachi et al 2011: 1)
See also kansei engineering; Total Quality Management
kansei engineering
n. a method of interpreting the feelings and impressions of customers and
associating them with product properties in order to design products that meet their
expectations.
NOTE: The method was introduced by Professor Mitsuo Nagamachi (Dean of
Hiroshima International University) in the 1970s.106
Also called kansei kōgaku
感性工学
* Japanese kan (sense; feel) + sei (nature, character) + kou (manufacture;
construction) + gaku (study).
“Mitsubishi Motors was the first car maker to implement Kansei engineering,
especially in the research of its vehicle compartment.” (Nagamachi et al 2011: 11)
See also kansei
kansei kōgaku
See kansei engineering
kao
顔
* Japanese kao (face).
n. the social reputation and honour of a person.
105
106
BusinessKnowledgeSource.com: n.d. a: para. 4; Nagamachi et al 2011: 5
Webster’s Online Dictionary
58
NOTE: The Japanese avoid actions that humiliate others and thereby cause loss of
face. Members of a group make efforts to maintain their own and others’ kao. For
instance, group decisions protect individual group members from having to take
responsibility for failure.107
“Japanese have adopted numerous kata, or social forms of behavior, to avoid
humiliating others. By contrast, causing someone to lose his kao (face) cannot
easily be forgiven, if at all.” (Alston et al 2005: 7)
karōshi 過労死
* Japanese lit. karou ‘overwork’; ka (exceed) + rou (labour) + shi (die).
n. death resulting from overwork, mainly due to stress and exhaustion.
NOTE: It is most common among white-collar corporate employees as working
long hours is considered to be a sign of loyalty to the company.108
“Japanese have even given death by overwork a name – Karoshi. So if you are
heading to Karoshi, pause to think, organise and delegate.” (BYU-GloWbE 2012)
“The reported number of karoshi deaths has increased in recent years because
large-scale layoffs during the last decade resulted in fewer workers performing
more duties and working harder.” (Alston et al 2005: 29)
kata 型
* Japanese kata (type, kind; set form).
n. a formal, proper manner of behaving.
NOTE: Conforming to expected ways of behaving is stressed in Japan as it is a
kata-oriented society. Rules of behaviour should be adhered to in order for business
relations to be fruitful.109
“For Japanese, kata constitutes a necessary buffer against surprise, a mechanism
for creating an atmosphere that is predictable and therefore comfortable for
everyone.” (Shinomiya et al 2007)
Keidanren 経団連
* abbreviation of 経済団体連合会 (Keizai Dantai Rengōkai);
kei (manage) + dan (body, group) + ren (link, join).
n. Japan Business Federation; an economic organisation that includes Japanese
corporations, industrial associations and regional economic organisations, and aims
at supporting corporate activities and reaching a consensus in the business
community on various issues.110
107
Alston et al 2005: 7
Haghirian 2010: 80; 1000Ventures; Alston et al 2005: 29
109
Alston et al 2005: XVII; XIX
110
Keidanren n.d.: para. 1–3
108
59
“Seeking to preserve the billions of dollars spent on the country’s nuclear
infrastructure over the last 50 years, Japan’s biggest and most influential business
lobby, the Keidanren, warns of disaster should all the country’s nuclear power
plants remain shuttered, with hundreds of thousands of jobs lost, while energy
alternatives would be both more expensive and hampered by problems.” (BYUGloWbE 2012)
“The disclosure of anxieties at the heart of the central bank is likely to increase
pressure on the government to extract concessions from Keidanren, the most
powerful of Japan’s business groups, which has not recommended a rise in total
labour costs since the Lehman crisis.” (McLannahan 2013: para. 6)
keigo 敬語
* Japanese kei (respect) + go (language).
n. honorific language used in the Japanese language when speaking to superiors
and respected elders, in formal situations and in business negotiations.
NOTE: It has several categories, the most important of which are the following:
sonkeigo (used when addressing a superior or speaking about them), kenjōgo (used
when talking about oneself to a superior) and teineigo (a general polite manner of
speaking).111
“Appearing in texts as ancient as the “Kojiki” (712 AD), keigo is a fundamental
part of Japanese, said to be as old as the language itself.” (Uechi 2008: para. 2)
“What is clear is that the use of honorific language, called keigo, to elevate a
person or humble oneself, has especially fallen out of use among young Japanese.”
(Onishi 2003: para. 9)
See also kenjōgo, sonkeigo, teineigo
keiretsu
系列
* Japanese kei (system; lineage) + retsu (row).
n. an alliance of a group of companies characterised by cross-shareholding, which
makes it difficult for companies outside the group to gain control of any of the
members, the main bank system, trade relations, and mutual support among
members.
NOTE: As the alliance is informal, it might in some cases be difficult to determine
whether a company is a member of a keiretsu or not. A keiretsu may include
hundreds of companies. Keiretsu may be classified in various ways. There are two
main types of keiretsu: vertical (tate) and horizontal (yoko, intermarket keiretsu,
kigyō shūdan). A company may be part of both a vertical and a horizontal keiretsu,
i.e. a member of a horizontal keiretsu may be the parent company of a vertical
111
Haghirian 2010: 76
60
keiretsu. Horizontal keiretsu include capital keiretsu (kinyū keiretsu). Vertical
keiretsu include production keiretsu (sangyō keiretsu/ seisan keiretsu), distribution
keiretsu (ryūtsū keiretsu), shihon keiretsu. Trans-keiretsu and kombinato are also
types of keiretsu.112
“Toyota is famed for its tightly knit group of suppliers and long-term, collaborative
approach to supplier relations, or keiretsu.” (Manning 2012: para. 2)
“One of the greatest benefits of the automotive keiretsu organization is the
protection of the firm from market failure and the mitigation of financial risks.”
(Kawai 2009: para. 7)
“Lifelong employment and personnel transfers are a tool employed by keiretsu to
strengthen corporate links and ensure mutual business interests are being upheld:
the downside is that keiretsu are less likely to dismiss unproductive employees or
replace poor-performing management.” (Lobo 2012: para. 10)
See also horizontal keiretsu, vertical keiretsu, kinyū keiretsu, sangyō keiretsu,
ryūtsū keiretsu, shihon keiretsu, trans-keiretsu, kombinato, main bank, wan setto
shugi, shachōkai, kyōryokukai
keiretsuization/ keiretsu-ization
n. the practice of integrating formerly independent companies partially into a
keiretsu.113
“Have deregulation of retail stemming from foreign pressure intent on prying open
Japan’s markets and the restructuring of banking due to the crisis in Japan’s
financial sector flowing from the collapse of its bubble economy in the early 1990s
weakened keretsu-ization? Recent studies suggest that deregulation and
restructuring have had, at best, a modest impact.” (Mokyr 2003: 216)
See also keiretsu, de-keiretsu-ization
keiyaku
契約
* Japanese kei (make an agreement) + yaku (promise; contract).
n. a traditional Japanese contract.
NOTE: In business negotiations, it is a vague agreement to establish business
relations. Employment contracts are not specific either as employees are not hired
for a definite position, but rather simply join the company. The Japanese consider
trust to be the foundation for a relationship, rather than a contract. If conditions
change, so that one party is at a disadvantage, contracts should be adjusted
according to the traditional Japanese viewpoint. The signing of a business contract
112
Oxford Business English Dictionary; Abegglen 2006: 25, Okumura 2000: 135–136, Hoshi 1994:
287; Richter 2000: 21, Oh 2004: 75–76; Alston et al 2005: 24; Mokyr 2003: 216
113
Gerlach 1992: 219
61
is nevertheless an important event accompanied by a banquet during which gifts are
exchanged.114
“Importantly, this shift was accompanied with other structural changes in
employment, that is, increasing “irregular” or “non-standard” jobs such as parttime (arubaito), dispatched (ha-ken), and contract employment (keiyaku).” (Kariya
et al 2010: 27)
kenjōgo 謙譲語
* Japanese ken (humble) + jou (cede, give up) + go (language).
n. a category of keigo (polite language) used when talking about oneself to a
superior.115
“You will have to go through learning keigo and its categories, sonkeigo, kenjogo
and teineigo to differentiate how you speak to business associates and social
acquaintances.” (Information Center 2011: para. 4)
See also keigo, sonkeigo, teineigo
kigyō betsu (rōdō) kumiai
See kigyōnai kumiai
kigyō keiretsu
See vertical keiretsu
kigyōnai kumiai 企業内組合
* Japanese lit. kigyou ‘enterprise’, kumiai ‘union’; ki (project) + gyou (work,
business, industry) + nai (inside) + kumi (organize; assemble) + ai (combine; fit).
n. an enterprise union.
NOTE: In the Japanese system of trade unions, the employees of a company belong
to the same union and identify with the company, not their profession. There are
very few craft or industry trade unions in Japan. The union is entitled to initiate
strikes, but does that rarely. Relations with the management are improved by the
fact that the union is connected with the company and its members thus consider
the success of the company to be their responsibility. Enterprise unions include
both blue- and white-collar workers. White-collar workers who are promoted to
managerial positions leave the union. The functions of enterprise unions include
collective bargaining over wages and salaries and participation in joint consultation
committees that aim at improving efficiency and profitability.116
Also called kigyō betsu (rōdō) kumiai
企業別（労働）組合
114
Alston et al 2005: 20, 106, 127
Haghirian 2010: 76
116
Abegglen 2006: 87; Haghirian 2010: 26; Alston et al 2005: 3; Picken 2009: 81
115
62
* Japanese lit. roudou ‘work’; betsu (separate) + rou (labour) + dou (work).
“The permanent employment system has been one of the three core employment
practices in Japan for about a half century, along with seniority grading (nenko
joretsu) and enterprise unions (kigyonai kumiai).” (Matsuzuka 2002: 1)
kigyō shūdan
See horizontal keiretsu
kihon kyū/ kihon-kyū
基本給
* Japanese lit. kihon ‘basis’; ki (base) + hon (basis, origin, root) + kyuu (supply;
pay).
n. the basic monthly salary without allowances and bonuses.117
“According to the Rules, the salary of the Japanese employees was to consist of
several elements: base salary (kihon-kyū), monthly allowances (teate), bonus
(bōnasu), and several others.” (Wong 1999: 105)
See also shigoto kyū, zokujin kyū, sōgō kyū, shokumu kyū, shokunō kyū, teate,
shōyo
Kinyō-kai
金曜会
* Japanese lit. ‘Friday meeting’; kin (metal; gold; money; Friday) + you (day of the
week) + kai (meet, see; meeting; society, club).
n. the presidents’ council (shachōkai) of Mitsubishi group.118
“Although hundreds of companies may be affiliated with one keiretsu, only the
principal companies are allowed to join the presidents’ council (shacho-kai, or
kinyo-kai in the case of Mitsubishi).” (Steers et al 2006: 188)
See also Big Six, keiretsu, shachōkai, kai
kinyū keiretsu 金融系列
* Japanese kinyuu ‘capital’; kin (metal; gold; money) + yuu (fuse, fusion) + kei
(system; lineage) + retsu (row).
n. a horizontal type of keiretsu comprised of companies that are linked through
capital investments, a main bank and a trading firm.
NOTE: This type is probably most well-known among the keiretsu. It should be
distinguished from the vertical capital keiretsu (shihon keiretsu).119
Also called capital keiretsu
“There were six such major kinyu keiretsu that competed vigorously in arranging a
core set of heavy and chemical industries (such as steel mills, petrochemical
complexes, heavy machinery shops and shipyards) under the so-called ‘one-set’
principle.” (Cohen et al 2000: 220)
See also keiretsu, shihon keiretsu, Big Six
117
Holzhausen 2000: 223
Lincoln et al 2004: 18
119
Richter 2000: 21; Oh 2004: 74
118
63
kizuki
機付き
* Japanese ki (machine; aircraft) + zuki (attach).
n. a system of responsibility developed by Japan Airlines, whereby a group of
engineers and mechanics are assigned a specific aircraft for maintenance, so that
they have to take responsibility for the performance of the aircraft, in order to
improve maintenance standards and increase flight safety.120
“The main objective for integrating human factors in JAL stems from the important
fact that human error must be prevented from ever occurring in the first place. For
this purpose, Japan Airlines developed the kizuki system to monitor the
maintenance of each aircraft in the JAL fleet.” (Millward et al 1997: 154)
KK
See kabushiki gaisha
kobun
子分
* Japanese ko (child) + bun (part).
n. the person in the subordinate position in the oyabun-kobun relationship.
NOTE: The kobun is given help and advice by the oyabun and provides assistance
in return when necessary.121
“They rely there not only on the coaching of the line-superior but informally also
on the graduates from the same college who form usually a club of their own within
the firm. The senior men, in leading positions, become automatically their
protectors with often very strong ties of the parent-child (oyabun-kobun) type.”
(Hirschmeier et al 1975: 286)
See also oyabun, oyabun-kobun relationship, senpai-kōhai
kōhai
後輩
* Japanese kou (after) + hai (fellow).
n. a younger member of an organisation, who is expected to follow the advice of
older employees and to show respect for them, e.g. with the use of highly honorific
language.122
“The Japanese differentiate ranks of sempai (senior) and kohai (junior) by the
slightest difference in age, graduation time, the time of entry into a company, and
so on.” (Nishiyama 2000: 16)
See also senpai, senpai-kōhai, kobun
120
Bird 2002; Picken 2009: 10
Nakane 1970: 42–43
122
Haghirian 2010: 18
121
64
kōkai kabushiki kaisha (KKK)
公開株式会社
* Japanese lit. koukai ‘open to the public’, kaisha ‘company’;
kou (public) + kai (open) + kabu (stock) + shiki (style) + kai (meet, see; meeting;
society, club) + sha (company; society).
n. an open joint stock company; a type of joint stock company (kabushiki gaisha),
the shares of which may be transferred to third parties.
NOTE: It is run by a board of directors that has at least three members.123
Also called open KK
“The best option for foreign start-ups to choose from is that of a full-fledged Open
KK—one that has a board of at least three directors, a statutory auditor, and which
conducts quarterly directors’ meetings.” (Lloyd 2008: para. 8)
See also kabushiki jōto seigen kaisha, kabushiki gaisha
kokusaibu/ kokusai-bu
国際部
* Japanese koku (country) + sai (among, inter-) + bu (section, division).
n. the international affairs department of a Japanese company.
NOTE: It is responsible for foreign correspondence and organising meetings with
foreigners, etc.124
“The first contact with Japanese officials that most foreigners have is with
members of the somu bu (general affairs department) or the kokusai bu
(international affairs department).” (Alston 1990: 60)
See also bu
kombinato/ konbinato コンビナート
* derived from Russian ‘kombinat’.125
n. an industrial complex; a type of keiretsu in the case of which affiliated
companies are located close to one another, so that they can make use of the byproducts produced by other members.
NOTE: Kombinato are most common in the petrochemical, iron and steel
industries.126
“Is it the volume of the far-flung plumes of lurid gas spilling out of the great
kombinato complexes composed of petrochemical and iron and steel plants
sandwiched together, which brings home to us the gigantic scale of the industrial
capacity ringing the shores of Osaka Bay?” (Mosk 2001: 3)
See also keiretsu
123
Company Formation Japan. n.d: para. 5–6
Alston et al 2005: 89–90
125
Kenkyusha’s New Japanese-English Dictionary
126
Mokyr 2003: 216
124
65
kōsai hi
交際費
* Japanese lit. kousai ‘friendship’, ‘acquaintance’; kou (interchange) + sai (verge;
occasion; among) + hi (expense).
n. social expenses as a part of a company’s budget, reserved for entertaining guests,
which is an important aspect of Japanese business culture,127 or as the expenses that
an individual has to carry with regard to social activities, such as dining or drinking
with colleagues or buying gifts on special occasions, which are necessary for
members of a group.128
“Witness the media attention given to the very large kosai-hi (literally,
entertainment expenses) that once were typical of business dealings in Japan:
“While the Japanese defense budget is 0.9% of the country's GNP, corporate
wining and dining accounts for 1.5% of the total national output” (Time 1981).”
(Graham et al 2003: 395)
kūdōka 空洞化
* Japanese lit. ‘hollowing-out effect’; kuudou ‘cave’, ‘hollow’; kuu (empty; air;
sky) + dou (cave) + ka (change into).
n. a phenomenon that emerged in the 1980s, caused by the fact that Japanese
manufacturing companies relocate their factories abroad.129
“There has been some talk of sangyo kudoka (the hollowing out of the domestic
manufacturing base) through a steady shift of production facilities overseas. For
example, electronics makers like Sharp and Canon had set up new factories in lowwage countries such as China.” (The Economist 2004: para. 8)
kyōryokukai/ kyōryoku-kai 協力会
* Japanese lit. kyouryoku ‘cooperation’; kyou (cooperate) + ryoku (power) + kai
(meet, see; meeting; society, club).
n. a cooperative association of suppliers.
NOTE: It includes the suppliers of a vertical keiretsu as well as independent
companies.130
“The shachō-kai falls under a broader category of associations called in their most
general form kyōryoku-kai, or cooperative councils. The kyōryoku-kai format is
now found within even vertical alliances, bringing together the parent firm (Toyota,
Hitachi, etc.) and its first-line subcontractors.” (Gerlach 1992: 105)
See also keiretsu, vertical keiretsu
127
Picken 2007: 350
Alston et al 2005: 7
129
Oh 2004: 22; Schaede 2008: 24
130
Lincoln et al 2009: 7; Kono et al 2001: 37
128
66
L
lean management
See just-in-time
lean production
See just-in-time
M
madogiwazoku/ madogiwa zoku
窓際族
* Japanese lit. ‘window-side people’; mado (window) + giwa (verge, side) + zoku
(family; tribe).
n. unnecessary or uncooperative employees who are placed in an insignificant
position, are not able to take part in meetings and are not assigned any tasks.
NOTE: This is the only means to restrict the influence of workers who are not
needed, but cannot be fired due to labour laws. The company frequently merely
waits for such employees to leave of their own accord.
Also called window-side tribe, windowsill tribe131
“With the bursting of the bubble economy in 1989, Japanese firms have found it
increasingly difficult to maintain the practice of madogiwa zoku assignments.”
(Bird 2002)
madoguchi 窓口
* Japanese lit. ‘window person’; mado (window) + guchi (mouth).
n. a contact person in a Japanese company.132
“Networkers, known as “madoguchi” (window) to the industry, are typically male
and around 40 years of age. As mid-level managers – most of them are section or
division chiefs (kachou, buchou) – with a technical or product-related background,
they are ideally positioned for their task: Having risen through the ranks of their
prior departments, they have learned the ropes of the industry and know who in
their companies is engaged in industry-related activities.” (Witt 2011: 98)
madoguchi shidō 窓口指導
* Japanese lit. madoguchi ‘window’, shidou ‘guidance’; mado (window) + guchi
(mouth) + shi (finger; point) + dou (guide).
n. a means by which the Bank of Japan and the government exerted their influence
on banks from the end of World War II until 1991 with the aim of setting
restrictions on loans given to companies.133
131
132
Haghirian 2010: 23; Hasegawa 1986: 46; Picken 2009: 350
Kopp 2013b: para. 3
67
“The 1992 Financial Services Reform Act, the BOJ's 1993 abandonment of its
‘window guidance’ (madoguchi shido) policy, and the 1994 deregulation of stock
brokerage commissions on large trades (over ¥1 billion) all worked to encourage
the repatriation of financial business which had migrated to less regulated centres.”
(Malcolm 2001: 154)
See also gyōsei shidō
main bank
n. a bank that has an especially long and continuous business relationship with a
company.
NOTE: A main bank as a credit provider is an important member of a keiretsu. Its
two significant functions are external monitoring and coordination, e.g. by means
of stock ownership stabilization in order to protect the firm from hostile takeovers,
accepting or dismissing keiretsu members, making investment or divestment plans
for member firms or giving market information.134
“The main bank system is regarded as a fundamental component of this so-called
Japan-style capitalism.” (Abegglen 2010: 94)
See also keiretsu
marugakae 丸抱え
* Japanese lit. ‘total embrace’; maru (round) + gakae (hug).
n. a concept that refers to the utmost dedication of an employee to the company,
with only a small distinction between private and professional life as Japanese
companies expect total loyalty.135
“Marugakae is often executed to an excessive level and harms the health of not
only many Japanese employees but also their families.” (Haghirian 2011: para. 9)
meishi 名刺
* Japanese mei (name) + shi (card).
n. a business card.
NOTE: Exchanging business cards is an important part of introductions and
indicates willingness to establish a business relationship. It has to be held with two
hands when presented to someone and the cards of others should be read at once
and the information memorised. Meishi should be handled with care and respect.
One should offer a card first and never request to receive a card. Presidents of
133
Oh 2004: 65; Picken 2007: 172
Teranishi 1993: 63; Oh 2004: 44–45, 61
135
Haghirian 2010: 80; Alston et al 2005: 2
134
68
companies do not usually give business cards as they should already be acquainted
with each other when meeting.136
“Every introduction starts with exchanging of meishi (business cards); the
exchange serves a number of useful and important functions. The business card not
only provides the person’s name, but also his job title, company name, address,
telephone number, facsimile number, and e-mail address.” (Nishiyama 2000: 50)
“As a rule of thumb, it is safe to remember that the meishi incarnates one’s
standing, achievements, pride, and identity.” (Haghirian 2010: 132)
messhihōkō 滅私奉公
* Japanese lit. messhi ‘selflessness’, houkou ‘public duty’; metsu (destroy) + shi
(private; I, myself) + hou (dedicate) + kou (public).
n. the concept of sacrificing one’s personal interest for the public good.137
“The ‘private’ sphere is expected to follow the public rules or laws stipulated by
the state. Note that, historically, this idea and the expression 「滅 私奉公」
(messhihoukou) ‘annihilation of the private for the sake of the official’ were forced
on the people by the government.” (Nagasaka 95-96)
“It is difficult to say no to messhi hoko and look for another job, since most
Japanese companies are based on this philosophy.” (Kingston 2014: 155-156)
miryokuteki hinshitsu 魅力的品質
* Japanese lit. miryokuteki ‘captivating’, hinshitsu ‘quality’; mi (charm) + ryoku
(power) + teki (adjectival suffix) + hin (article, thing) + shitsu (quality).
n. a principle of Total Quality Management, according to which things should have
an aesthetic quality.
NOTE: This implies that attention should be paid particularly to the appearance of
products.138
“In the software world, miryokuteki hinshitsu might be viewed as an attempt to
uncover new and profitable products or applications that are an outgrowth from an
existing computer-based system.” (Best Online Tutorials. n.d.: para. 5)
See also Total Quality Management, atarimae hinshitsu
mizusumashi
水澄まし
* Japanese lit. ‘whirligig beetle’; mizu (water) + sumashi (limpid, clear).
n. an employee who manages the work of supplying work stations with components
and materials in small quantities, so that inventory for works in progress is kept
minimal.
Also called Water-Spider139
136
137
138
Haghirian 2010:131; Alston et al 2005: 45
Odaka 1993: 162
BusinessKnowledgeSource.com. n.d. a: para. 5
69
“The developers of the just-in-time (JIT) concepts often utilize the Mizusumashi
system as well as the Kanban system.” (Nomura et al 2006: 155)
mochibun kaisha 持分会社
* Japanese lit. mochibun ‘one’s share’, ‘equities’, kaisha ‘company’; mochi (hold)
+ bun (part) + kai (meet, see; meeting; society, club) + sha (company; society).
n. a partnership company; a type of corporation that includes general partnership
companies (gōmei kaisha), limited partnership companies (gōshi kaisha) and
limited liability companies (gōdō kaisha).140
“The branch office generally has fewer procedural requirements under Japanese
company law than a KK or Mochibun Kaisha and may therefore be less timeconsuming to operate.” (International Business Publications, USA 2012: 238)
See also gōmei gaisha, gōshi gaisha, gōdō gaisha
monozukuri/ monotsukuri
物作り
* Japanese mono (thing) + tsukuri (make; work).
n. a term that generally refers specifically to Japanese-style manufacturing
processes.
NOTE: Its meaning encompasses technology and production processes as well as
craftsmanship and adherence to the principle of continuous improvement.141
“Just as the culture of Japan is detailed, elaborate and based on tradition,
monozukuri is steeped in similar ideals. It involves extreme attention to the
perfection of every possible detail — no matter the purpose of the product or how
small or easily unnoticed it would be to the consumer.” (Sievers 2013: para. 4)
muda 無駄
* Japanese mu (without; nothing) + da (good for nothing).
n. a concept that designates various types of waste in manufacturing, e.g.
overproduction, delays, unnecessary transportation, poor processing, inventory and
defective goods, with the aim of raising profitability.142
“Anything that does not add value to customers is waste, and the Japanese have an
evocative word for it: muda. Getting the muda out of our lives and workplaces can
make for more satisfying work and higher morale: fewer “redos,” less bureaucracy,
lower frustration, greater identification with those we serve and a stronger sense of
belonging to a high-performance organization.” (BYU-COCA 2010)
139
Kaizen Institute
Nottage et al 2008: 121; Tokyo Stock Exchange 2013: para. 13
141
Pringle 2010
142
Haghirian 2010: 33; 1000Ventures; the Official Website of Toyota Motor Manufacturing,
Kentucky, Inc.
140
70
muda walk
n. a short walk through the gemba (shop floor) with the aim of determining whether
there are any types of muda (waste) and finding possibilities for improvement.143
“A muda walk is conducted for the process or area. The purpose of the muda walk
is to videotape the current state and identify wastes based on the eight categories of
waste.” (Burton et al 2003: 90)
See also muda
multitask spiral line
See cell production
mura
斑
* Japanese mura (unevenness, inconsistency; spot, blemish).
n. unevenness in production, which is a type of waste.
NOTE: Significant variations in the workload are a waste as they affect the
productivity of workers and materials.144
“Many organizations fail to recognize the importance of mura and muri. Pay
attention to all three – muda, mura, and muri – if you want to succeed in and
sustain your Lean implementation.” (Hines et al 2010: 6)
See also muda, muri
muri
無理
* Japanese mu (without; nothing) + ri (reason; basic principle).
n. overburdening in production, which is a type of waste.
NOTE: It occurs when there is not enough time to complete various tasks and work
flow is impaired. It is considered a waste because the overburdening of workers and
equipment causes safety and quality issues, thus rendering the work inefficient.145
“The key point is that we all need to look for muda, mura, and muri. However, the
most engaging and least threatening of these is muri; and sadly for the
sustainability of Lean transformations, it is the one least often mentioned or
addressed.” (Hines et al 2010: 10)
See also muda, mura
143
Kaizen Institute
Haghirian 2010: 33
145
Haghirian 2010: 33
144
71
N
nagara system
* nagara Japanese lit. ‘while doing something else’.
n. a production system that ensures the smooth flow of production by means of
simultaneous operations, with ideally one piece produced at a time.
NOTE: It is characterized by the synchronization of production processes and the
maximum utilisation of available time, including the overlapping of operations if it
is practical. It makes it possible to carry out seemingly unrelated tasks
simultaneously, thereby reducing waste.146
“Another TPS management tool is the Nagara system which is based on the
functional and sequential groupings of activities with the main focus on the
product.” (Omar 2011: 338)
nainaitei/ nai-naitei 内々定
* Japanese nai (inside) + repetition + tei (fix, determine; fixed).
n. an informal offer of employment.
“Students are then invited to examinations and interviews, and the majority of
successful applicants receive notice that they are likely to be given naitei, a process
called “nai-naitei,” by the end of their university junior year or start of their senior
year.” (Kato 2009a: para. 9)
See also naitei
naitei
内定
* Japanese nai (inside) + tei (fix, determine; fixed).
n. a letter in which an official offer of employment is made.147
“Utilizing the longer time period between graduation and official job offers (naitei),
students gain more autonomy in the job search process.” (Nisshin 2012: para. 4)
See also nainaitei
nemawashi
根回し
* Japanese ne (root) + mawashi (turn round).
n. the practice of giving information to those connected with making a decision
before an official meeting and influencing their standpoint before the decision is
made with the aim of avoiding conflicts and ensuring a consensus.
NOTE: It is usually carried out in the form of meetings and confidential
consultations before a ringi document (proposal) is compiled. Relevant parties are
146
147
Manufacturing Terms; Lean Terms and Definitions
Haghirian 2010: 145
72
asked about their opinion on the topic and are encouraged to support the change
proposed. The Japanese are often unable to make a decision quickly when
negotiating with foreigners because nemawashi has not been carried out.148
“The act of nemawashi is analogous to twisting a planted tree around to cut off
bothersome roots or “objections” so that it can be uprooted easily. Nemawashi
then is a sounding board for unofficially testing the responses to an idea without
exposing or endangering anyone before making a commitment.” (Nishiyama 2000:
123)
See also ringiseido, ringisho
nenkō joretsu 年功序列
* Japanese lit. nenkou ‘long service’, joretsu ‘rank’, ‘order’; nen (year) + kou
(merit) + jo (order) + retsu (row).
n. the seniority system of traditional Japanese companies, according to which
seniority depends on the time when an employee entered the company, and salaries
and promotion are based on it.149
Also called nenkō system
“In the nenko joretsu (seniority-based promotion) environment, someone does not
jump up a few ranks ahead of their time, no matter how fabulous the results that
they achieve.” (Kopp 2012: para. 8)
“The nenko system in Japan is closely bound up with the in-firm policy for
fostering talent and developing the capacities of the work force.” (Imai et al 1995:
22)
nenkō system
See nenkō joretsu
Nimoku-kai
二木会
* Japanese lit. ‘second-Thursday meeting’; ni (two) + moku (tree; wood; Thursday)
+ kai (meet, see; meeting; society, club).
n. the presidents’ council (shachōkai) of Mitsui group.150
“Toyota maintains close relations with the Mitsui keiretsu and enjoys observer
status in Mitsui’s premier presidential council (NimokuKai).” (Karan 2010: 325)
See also Big Six, keiretsu, shachōkai, kai
nomikai 飲み会
* Japanese nomi (drink) + kai (meet, see; meeting; society, club).
148
Haghirian 2010: 82–83; Chapagain; Hasegawa 1986: 29
Haghirian 2010: 25; Oh 2004: 18–19; Alston et al 2005: 16
150
Richter 2000: 23; Lincoln et al 2004: 18
149
73
n. a drinking session with one’s superior and colleagues after work, providing an
opportunity for private as well as business discussions and also negotiations
regarding business deals with partners.151
“They do not expect Western colleagues to join them if they plan a nomikai or
weekend retreat. The problem that might occur in Japan, however, is that people
who are not in attendance are considered antisocial and are suspected of not liking
their colleagues.” (Haghirian 2010: 98)
See also nominication, bureikō
nominication/ nomunication
* derived from the Japanese verb ‘nomu’ (to drink) and the English word
‘communication’.
n. the custom of exchanging information and communicating freely with colleagues
while eating and drinking in bars and Japanese-style pubs after work.
NOTE: It is based on the belief that alcohol makes people honest.152
“Nominication seems to facilitate the exchange of information that would normally
not be shared in a more formal context.” (Witt 2011: 99)
See also nomikai
O
office lady (OL)
n. a young woman working at an office.
NOTE: They are mainly assistants with a supportive role and are largely expected
to leave the company when getting married.153
“Nowadays the term “OL (office lady)” is seen as semiderogatory (about time, too),
and some companies have trashed it completely and started using simply jyosei
shain (women employees).” (Shoji 2002: para. 1)
See also salaryman
OL
See office lady
omake お負け
* Japanese make (lose, be defeated; bear, carry)
n. a gift given to customers by company employees to express gratitude.154
151
Haghirian 2010: 21
Chapagain; Witt 2011: 99; Alston et al 2005: 61
153
Alston et al 2005: 152–153
154
Alston et al 2005: 9
152
74
“Even a cursory check of convenience store shelves these days shows how the
omake giveaways that makers once offered as lures to buy certain candies have
now become the main selling points themselves.” (Hani 2003: para. 1)
on 恩
* Japanese on (grace; debt of gratitude).
n. an obligation that comes into existence when someone does a favour to someone
else.
NOTE: According to Japanese values, on can never be completely repaid. This
makes Japanese hesitant when helping strangers. Ordinary behaviour does not lead
to the emergence of on, it arises from something exceptional.155
“On is quite different from the Western concept of simply paying back a favor,
since Japanese on is an “unlimited debt of gratitude” that cannot be easily repaid.
Onjin or a “benefactor” expects repayment of this social debt for many, many
years.” (Nishiyama 2000: 8)
See also giri
one-man production system
See hitori hōshiki
one-man production line system
See cell production
one-set principle
See wan setto shugi
open KK
See kōkai kabushiki kaisha (KKK)
oyabun
親分
* Japanese oya (parent) + bun (part).
n. the person with the superior position and the status of oya (parent, i.e. a higher
position) in the oyabun-kobun relationship.
NOTE: The oyabun provides help and advice to the kobun and receives help in
return when necessary.156
“The ideal oyabun watches his charges closely but allows them to make minor
mistakes in order to learn.” (Alston 2005: 23)
See also oyabun-kobun relationship, kobun, senpai
oyabun-kobun relationship
* Japanese oya (parent) + bun (part) + ko (child) + bun.
155
156
Alston et al 2005: 8
Nakane 1970: 42–43
75
n. a close relationship between a superior (oyabun) and a subordinate (kobun),
whereby the oyabun provides help and advice to the kobun who is of assistance to
the oyabun when necessary.
NOTE: In its original meaning, it may refer to a patron and a client, a landowner
and a tenant, a master and a disciple, but it has also been used with regard to the
relationship of corporate employees with different ranks. In the latter case, it
designates a closer personal relationship than that of a sempai and kōhai. Sempai
are mostly addressed with problems connected to work.157
“Most Japanese, whatever their status or occupation, are involved in oyabunkobun relationships.” (Nakane 1970: 43)
See also oyabun, kobun, senpai-kōhai
P
poka yoke
ぽかよけ
* it used to be called baka yoke 馬鹿よけ, which means ‘fool-proofing’, but the
term was replaced by poka yoke due to its negative connotation (baka means ‘fool’
or ‘idiot’ in Japanese).
1. n. mistake-proofing, a manufacturing technique that gives warnings regarding
defects, aiming at detecting defects by designing the manufacturing process,
equipment, and tools so that an operation cannot be performed incorrectly, thereby
reducing material waste, labour and space costs.158
“The use of simple poka-yoke ideas and methods in product and process design can
eliminate both human and mechanical errors.” (The Quality Portal 2007: para. 3)
2. n. mistake-proofing devices that prevent the occurrence of defects in
production.159
“Ideally, poka-yokes ensure that proper conditions exist before actually executing
a process step, preventing defects from occurring in the first place. Where this is
not possible, poka-yokes perform a detective function, eliminating defects in the
process as early as possible.” (The ManageMentor. n.d.: para. 2)
„Poke-yokes are generally low-tech in nature (often characterized as ‘duct tape &
cardboard’), and should be implemented at the operator level (contrast with
autonomation/jidoka). However, ‘design’ poke-yokes (mistake-proofing directly
designed into parts or fixtures) are particularly clever, preventing positioning and
insertion errors.” (Lean Terms and Definitions)
See also jidōka
157
Nakane 1970: 42–43; Alston et al 2005:23
1000Ventures; the Quality Portal 2007; Lean Terms and Definitions
159
Lean Terms and Definitions; the Official Website of Toyota Motor Manufacturing, Kentucky,
Inc.
158
76
production keiretsu
See sangyō keiretsu
Pull System
n. a manufacturing system in which production is based on actual demand and
information flows from market to management.160
“The bottom-line is that if you are using a PUSH system and are constantly finding
out work waits for resources/people and vice versa, it is time you consider adopting
a PULL system. Then instead of matching your capacity to demand, you match
demand to the flow of work through your system.” (BYU-GloWbE 2013)
See also Toyota Production System
Q
quality circle
n. a small group, usually consisting of 8–10 people, who are active in the same field
of work and are voluntarily involved in studying and solving product-quality
problems with the aim of improving quality and productivity.161
“The success of quality circles has been found to depend crucially on the amount of
support they get from senior management, and on the amount of training that the
participants are given in the ways and aims of the circles.” (The Economist 2009b:
para. 5)
See also Total Quality Control
R
ringiseido/ ringi seido/ ringi-seido 稟議制度
* Japanese lit. seido ‘system’; rin (report to) + gi (discuss) + sei (system; control) +
do (degree; time, occasion).
n. a group decision-making process, the purpose of which is to make use of the
thoughts and suggestions of all employees and achieve a consensus.
NOTE: The process starts in the lower levels of a company with the composition of
a written proposal (ringisho) which is then circulated around the company. The
immediate superior decides whether to submit the document to the next level of
management when it has been approved by the employees of that level. The process
is continued until it reaches the executives.162
Also called ringi system
160
Business Dictionary
Haghirian 2010: 9–10
162
Haghirian 2010: 83–84
161
77
“The notion of “decision by a majority” does not exist in the traditional Japanese
process of decisionmaking or ringi-seido, because every member concerned must
approve the proposal; it must be a unanimous decision.” (Nishiyama 2000: 118)
See also ringisho
ringisho/ ringi-sho
稟議書
* Japanese rin (report to) + gi (discuss) + sho (write; book).
n. a document in the ringiseido decision-making process in which a
recommendation is made and which is sent to all the relevant managers to get their
approval or suggestions for improvement.
NOTE: It describes the problem and proposes a solution. In case of disagreement
the author of the proposal can use nemawashi (preliminary meetings) to gain
support, make amendments to the document and resubmit it.163
“Many corporate systems are structured for cooperative employee performance.
An employee submits an application for approval, for such things as a new plan,
business trip or purchase (called “Ringisho”) to the chief who passes it along to a
higher level where it is again passed up the chain of command.” (BYU-GloWbE
n.d.)
See also ringiseido, nemawashi
ringi system
See ringiseido
rinjikō
臨時工
* Japanese lit. rinji ‘temporariness’; rin (be present at) + ji (time) + kou
(manufacture; construction; workman).
n. a temporary worker.164
“The industry’s use of temporary labour began with the use of rinjikō (temporary
factory workers), a high proportion of whom were female. Although this type of
worker had existed previously, a rapid growth in this category of work occurred
from the early 1960s.” (Macnaughtan 2005: 94)
risutorā リストラ―
* derived from the English word ‘restructuring’.
n. changes in the Japanese lifetime employment system due to economic recession,
which have made lay-offs more common.165
“This being Japan, however, risutora is a somewhat hazy concept. For most
companies it merely means cost cutting -- curtailing overtime, reducing hiring,
asking employees to limit travel and to use the subway rather than a taxi, and
163
Haghirian 2010: 84; Alston et al 2005: 77; Hasegawa 1986: 28
Odaka 1993: 165
165
Oh 2004: 99; Alston et al 2005: 153
164
78
entertaining clients less lavishly. In a few extreme cases companies are actually
closing plants and reassigning workers.” (BYU-COCA 1993)
““Risutora” became one of the most frequently used words in Japan after the
collapse of the bubble economy in 1990.” (Alston et al 2005: 153)
rokudai kigyō shūdan
See Big Six
ryūtsū keiretsu
流通系列
* Japanese lit. ryuutsuu ‘distribution’; ryuu (flow) + tsuu (pass by/ through;
communicate) + kei (system; lineage) + retsu (row).
n. a distribution keiretsu; a vertical type of keiretsu in which distributors operate
under a large-scale manufacturer or sometimes a wholesaler.166
“The so-called ryutsu keiretsu - manufacturer-led distribution channels - have
frequently been pointed out in the past as one major characteristic of Japanese
distribution.” (Czinkota et al 2000: 117)
See also keiretsu
S
sangyō keiretsu
産業系列
* Japanese lit. sangyou ‘industry’; san (produce; give birth) + gyou (work, business,
industry) + kei (system; lineage) + retsu (row).
n. a production keiretsu; a vertical type of keiretsu that is characterised by intricate
hierarchies of primary, secondary, and tertiary-level subcontractors that act as
suppliers for parent companies.167
Also called seisan keiretsu168 生産系列
* Japanese lit. seisan ‘production’; sei (life; be born) + san (produce; give birth)
“The inter-firm networks, the sangyo keiretsu, of the manufacturing industries in
Japan are currently the targets most haunted by the prospect of change.” (Stam
2002: 25)
See also keiretsu
Sankin-kai 三金会
* Japanese lit. ‘third Friday meeting’; san (three) + kin (metal; gold; money;
Friday) + kai (meet, see; meeting; society, club).
n. the presidents’ council (shachōkai) of Dai-Ichi Kangyo Group (DKB).169
166
Gerlach 1992: 68
Gerlach 1992: 68
168
Usui 2014: 8
169
Lincoln et al 2004: 18
167
79
“The last group to formalize a council was Dai-Ichi Kangyo, which in 1978 formed
the Sankin-kai (Third Friday Club), seven years after the merger of the Dai-Ichi
and Nippon Kangyo Banks.” (Gerlach 1992: 106)
See also Big Six, keiretsu, shachōkai, kai
sanshu no jingi 三種の神器
* Japanese lit. jingi ‘sacred treasure’; san (three) + shu (variety, type; seed) + no
(possessive) + jin (god; mind, spirit) + gi (vessel; instrument).
n. the three most famous Japanese managerial practices: lifetime employment, the
seniority system and enterprise unions.170
Also called three jewels
“Only keiretsu firms awarded three jewels to their workers, and only 30-40% of
total Japanese workforce participated in keiretsu companies, if we include all their
member firms and their subcontractors.” (Oh 2004: 55)
Sansui-kai 三水会
* Japanese lit. ‘third Wednesday meeting’; san (three) + sui (water; Wednesday) +
kai (meet, see; meeting; society, club).
n. the presidents’ council (shachōkai) of Sanwa group.171
“In the mid-1960s the Fuji and Sanwa groups announced the formation of,
respectively, Fuyo-kai (taken from an old group name) and Sansui-kai (Third
Wednesday Club).” (Gerlach 1992: 106)
See also Big Six, keiretsu, shachōkai, kai
sarakin サラ金
* Japanese sara (derived from ‘salaryman’) + kin (metal; gold; money).
n. a high-interest loan company who provides loans to salaried workers.172
“Back in the 1960s, Masao Kinoshita saw the potential in lending money when he
owned a small chain of pawnshops. He started the first major sarakin -- a company
lending money to consumers who lacked bank-quality collateral.” (BYU-COCA
1990)
salaryman
n. a white-collar worker at a Japanese company.
NOTE: This term has a connotation of a stereotypical view of Japanese male office
workers who stay loyal to the company and completely devote themselves to
work.173
Also called sararīman サラリーマン
170
Oh 2004: 17
Lincoln et al 2004: 18
172
Hasegawa 1986: 64
173
Bird 2002; Haghirian 2010: 145
171
80
“Japan’s stoic salarymen were portrayed as modern day samurai, willing to
sacrifice everything for their company. Indeed, many have done so as the problem
of karoshi (death from overwork) signifies.” (Kingston 2013: para. 5)
“Freshly graduated from a top Japanese university, a fledgling salaryman is about
to begin an intensive socialization process that will model for him how he is
expected to behave in the company he joins.” (Yoshimura et al 1997: 14)
See also office lady (OL)
sararīman
See salaryman
satei
査定
* Japanese lit. ‘assessment’; sa (look into) + tei (fix, determine; fixed).
n. a system of personal assessment that is used in most large Japanese companies to
evaluate the employees’ performance in problem-solving activities.174
“Contrary to conventional wisdom, which often assumes that seniority-based
wages are ubiquitous in Japan, merit-based wages also played a vital role and,
more important, individual merit ratings, or personnel assessments (satei), have
been prevalent.” (Miura 2012: 28)
seiban 製番
* Japanese sei (manufacture) + ban (numerical order).
n. a number given to parts, materials and purchase orders of a job or project,
enabling a manufacturer to track everything related to a product, project, or client
and to create an inventory for specific purposes.175
“Seiban also facilitates setting aside inventory for specific projects or priorities to
accommodate nonstandard production or service requests.” (Lighter 2013: 308)
seika shugi/ seikashugi 成果主義
* Japanese lit. seika ‘result’, shugi ‘principle’, ‘ideology’; sei (form, be completed;
achieve, succeed) + ka (fruit) + shu (main; master, owner) + gi (righteousness).
n. a system of providing compensation and promotion according to productivity.176
“In the latter half of the 1990s, more and more companies eager to contain rising
personnel costs started to experiment with new compensation practices and sought
to incorporate more performance-based pay elements as part of their overall
compensation systems. During this period, the term seikashugi, roughly translated
as ‘performance-ism’, became a frequently heard buzzword in the Japanese media.”
(Conrad 2010: 116)
seiketsu 清潔
* Japanese lit. ‘clean’, ‘sanitary’; sei (clear) + ketsu (immaculate).
174
Masahiko 1994 et al: 74
1000Ventures
176
Abegglen 2006: 11
175
81
n. the fourth stage of the 5S System which refers to making all the cleaning, control,
and improvement processes a regular activity in the workplace, facilitating control
and consistency.177
“After the initial 5S steps—the organizing and cleaning of seiri, seiton and seiso,
seiketsu develops a consistent approach for tasks and procedures. How often do
they need to be performed? And by whom? How thoroughly? Seiketsu is a system
for maintaining and supporting ongoing and consistent seiri, seiton and seiso
activities.” (Pringle 2011: para. 8)
See also 5S System
seiri
整理
* Japanese lit. ‘arrangement’, ‘adjustment’; sei (put in order) + ri (reason; basic
principle).
n. the first stage of the 5S System which refers to tidiness and structured
organisation.178
“The 5S pillars, Sort (Seiri), Set in Order (Seiton), Shine (Seiso), Standardize
(Seiketsu), and Sustain (Shitsuke), provide a methodology for organizing, cleaning,
developing, and sustaining a productive work environment.” (United States
Environmental Protection Agency n.d.: para. 2)
See also 5S System
seisan keiretsu
See sangyō keiretsu
seishain
正社員
* Japanese sei (right, proper) + sha (company; society) + in (member).
n. a regular employee.179
“Even today Japanese companies almost never hire host nationals or third-country
nationals for key managerial positions. If they do, they do not hire these foreigners
as seishain (regular permanent employees) but only as shokutaku (contract
employees), no matter how professionally or technically qualified they may be.”
(Nishiyama 2000: 155–156)
See also shokutaku
seiso
清楚
* Japanese lit. ‘neatness’; sei (clear) + so (neat and trim).
n. the third stage of the 5S System which refers to the cleanliness of the workplace
and all the items used at work.180
177
Haghirian 2010: 8
Haghirian 2010: 7
179
Haghirian 2010: 145
180
Haghirian 2010: 7
178
82
“Well-implemented seiso programs also have long-term benefits when it comes to
employee morale.” (Pringle 2011a: para. 11)
See also 5S System
seiton
整頓
* Japanese lit. ‘proper arrangement’; sei (put in order) + ton (sudden).
n. the second stage of the 5S System which refers to orderliness and the
organisation of all the materials and tools chosen for the production process.181
“The ultimate purpose of seiton is preparedness, for items to be ready when
needed.” (Pringle 2011b: para. 10)
See also 5S System
senmu (torishimariyaku)
専務(取締役)
* Japanese lit. torishimariyaku ‘director’; sen (exclusive, special) + mu (duty) +
tori (take) + shimari (conclude; tighten) + yaku (service).
n. a senior executive managing director, a senior executive vice president.
NOTE: It is the position below shachō and fuku shachō in the company
hierarchy.182
“The senior managing director (senmu torishimariyaku) is second in command and
has more power and authority than other lower-ranked directors. He is assigned to
coordinate the entire operations of the company and reports directly to the
president.” (Nishiyama 2000: 120)
See also jōmu torishimariyaku
senpai/ sempai
先輩
* Japanese sen (ahead) + pai (fellow).
n. an older member of an organization, who has more power and responsibilities
than younger members and acts as their supervisor and adviser in professional and
personal matters.183
“It is customary for a young salaryman to share a room in the dormitory with a
senpai; over the years, Hiro learned a lot about doing business from various older
colleagues in the dormitory.” (Yoshimura et al 1997: 25)
“Prime Minister Shinzo Abe, if he is thoughtful, will not make Japan’s senpai
countries angry or irritate them psychologically.” (Aihara 2014: para. 4)
See also senpai-kōhai, kōhai, oyabun
senpai-kōhai/ sempai-kōhai
先輩後輩
* Japanese sen (ahead) + pai (fellow) + kou (after) + hai (fellow).
181
Haghirian 2010: 7
Lazer et al 1990: 361; Alston et al 2005: 155
183
Haghirian 2010: 18–19
182
83
n. the senior-junior system of Japanese companies and other organisations,
according to which older members are in a position of greater power and respect.
NOTE: Superiors (senpai) are supposed to act as mentors of subordinates (kōhai).
This senior-junior relationship does not change even when the status of the
subordinate changes.184
“Many executives and managers who have achieved the same rank are hesitant to
act as equals. Previous sempai-kōhai (senior-junior) relationships can never be
forgotten.” (Nishiyama 2000: 121)
“For something about Japan’s sempai/kohai hierarchy — in which the sempai
molds and instructs the kohai — rubs wrong against my “gaijin” grain.” (Dillon
2004: para. 10)
See also senpai, kōhai, oyabun-kobun relationship
settai
接待
* Japanese setsu (contact) + tai (wait).
n. an event or activity for socialising with business guests, the aim of which is to
show hospitality and get to know one’s business partners, not to discuss business
matters.
NOTE: It may include a formal reception at a restaurant and leisure activities.
Family members are rarely invited.185
“Though doing deals in the bar after a round may be a worldwide feature of golf,
the Japanese took this to a new level with settai (business invitation) golf.”
(Freeman 2003: para. 23)
“For the moment only small and medium-sized firms may deduct a limited amount
of money spent entertaining clients as a business expense. During the boom years
of the 1980s that hardly held back larger companies, defined as those with capital
of over ¥100m ($1m). Back then, spending on settai, as formal entertaining is
known in Japan, at one point rose to an annual ¥6 trillion and for several years
comfortably exceeded Japan’s outlay on defence.” (The Economist 2013: para. 2)
shachō 社長
* Japanese sha (company; society) + chou (head).
n. the president of a company.
NOTE: He/she is addressed using this title by employees and non-employees with a
lower status.186
184
Haghirian 2010: 14; Alston et al 2005: 22; Picken 2009: 354
Alston et al 2005: 58
186
Alston et al 2005: 51
185
84
“His ascent from lowly salaryman to lofty shacho (president) traces corporate
Japan’s rise in the 1980s, its descent into the “lost decade” of the 1990s and its
subsequent tentative recovery.” (The Economist 2008: para. 1)
shachōkai/ shachō-kai 社長会
* Japanese sha (company; society) + chou (head) + kai (meet, see; meeting; society,
club).
n. the presidents’ council that includes the presidents of the main companies in a
horizontal keiretsu.
NOTE: The presidents’ councils meet monthly. These councils have close ties with
government ministries and influence economic decisions.187
“It appears that the shacho-kai in practice is less a command center to determine
the policies and practices of individual companies than a forum for the discussion
of matters of mutual concern.” (Gerlach 1992: 107)
See also keiretsu, horizontal keiretsu, Fuyō-kai, Hakusui-kai, Kinyō-kai, Nimokukai, Sankin-kai, Sansui-kai
shigoto kyū 仕事給
* Japanese lit. shigoto ‘job’, ‘work’; shi (serve; do) + goto (affair, matter; abstract
thing) + kyuu (supply; pay).
n. the job wage; a type of salary that is determined by the characteristics of the job
and includes two components: the duties wage (shokumu kyū) that is based on the
responsibility associated with the job and the competence wage (shokunō kyū) that
is based on the qualifications of the employee.188
“In the wage system introduced in 1996, ordinary employees were paid wages by
job classification, called “shigoto-kyu.”” (Suzuki 2010: 333)
See also shokumu kyū, shokunō kyū, zokujin kyū, sōgō kyū, kihon kyū
shihon keiretsu
資本系列
* Japanese lit. shihon ‘capital’; shi (resources) + hon (basis, origin, root) + kei
(system; lineage) + retsu (row).
n. a type of vertical keiretsu that consists of a parent company, subsidiaries and
affiliated firms and which is characterised by the flow of capital from the parent
firm, as opposed to materials.
NOTE: It should be distinguished from the horizontal capital keiretsu (kinyū
keiretsu).189
Also called capital keiretsu
187
Hoshi 1994: 287–288; Alston et al 2005:24; Lincoln et al 2009: 6
Holzhausen 2000: 223
189
Gerlach 1992: 68–69
188
85
“At the core of shihon-keiretsu groups was usually a manufacturing company.”
(Kajiwara 1999: 63)
See also keiretsu, kinyū keiretsu
shikkō yakuin
執行役員
* Japanese shi (execute; seize) + kou (go; act) + yaku (service) + in (member).
n. an executive officer.
NOTE: It refers to a system, in which heads of business units do not automatically
become members of the board of directors. The aim is to make a distinction
between the decision-making authority of the board of directors and business
operations that are the responsibility of executive officers. With the aid of this
system the number of board members was reduced, and outside directors were used
as well. Sony was the first to use this system in 1997, and Mitsubishi Chemical,
Hitachi and Toshiba also adopted it.190
“According to Sony officials, the decision to change the status of twenty-eight
officials to shikkō yakuin was a wrenching one. As mentioned earlier, the position
of director, and therefore, board member, was the ultimate career aspiration of
many a corporate employee, and a change in status to shikkō yakuin was inevitably
seen as a demotion.” (Schaede 2003: 227)
shimoza 下座
* Japanese shimo (down) + za (seat; sit).
n. the seat occupied by the lowest-ranked person during a business meeting or
social gathering, situated nearest to the door.191
“In the business world, the sempai-kōhai system has a powerful influence on
human relations, such as in meetings where a junior employee will take a seat near
the door, which is called shimoza, while the eldest person (often the boss) will be
seated next to any important guests in a position called kamiza.” (Davies et al
2002)
See also kamiza
shingikai/ shingi-kai
審議会
* Japanese lit. shingi ‘deliberation’; shin (examine carefully; try) + gi (discuss) +
kai (meet, see; meeting; society, club).
n. a policy deliberation council; an advisory council that provides assistance in
policy formation.
NOTE: Managers and the government maintain cooperative relations through
various committees, including shingikai.192
190
191
Schaede 2008: 15; IFLR. 2003: para. 13
Haghirian 2010: 132
86
“In the postwar period, ministry-based deliberation councils (shingikai) had played
an important role in Japan’s policy-making process, because in many cases they
reinforced the power of the various ministries over their industries.” (Schaede
2008: 30)
“Some years back I found myself appointed to official committees and councils
(shingikai) set up to consider nuclear energy policy and nuclear safety. What I saw
and heard then gave me little confidence that Japan was on top of the safety
question.” (Clark 2011: para. 2)
shinhatsubai 新発売
* Japanese lit. hatsubai ‘sale’; shin (new) + hatsu (start; emit) + bai (sell).
n. new products that have just been launched on the market.
NOTE: The development of new products is essential as Japanese customers prefer
the newest releases and the constant release of new products can therefore be
considered a Japanese management strategy.193
“Japanese consumers are supposedly obsessed with shinhatsubai (brand-new
products), which explains why people tend to buy new cars every three or four
years.” (The Japan Times 2005: para. 4)
shinsotsu 新卒
* Japanese shin (new) + sotsu (graduate).
n. a recent university graduate.
“Most importantly, we discovered from our study that only about 30-50% of the
male workers and less than 10% of the female workers employed as shinsotsu
workers remain with their firms until over the ages of 55.” (Eguchi 2009: 12)
shinsotsu (ikkatsu )saiyō 新卒(一括)採用
* Japanese lit. ikkatsu ‘lump’, ‘bundle’, saiyou ‘employment’; shin (new) + sotsu
(graduate) + i- (one) + katsu (lump together) + sai (pick, gather) + you (employ).
n. simultaneous recruitment of new graduates.
“During this gruelling recruitment period, known as “Shinsotsu Ikkatsu Saiyo,”
students run the gauntlet of a string of job fairs, seminars and interviews. Those
who haven’t secured a job offer by graduation often choose to stay in university for
a fifth year to avoid being labelled an “unemployed graduate”.” (The Observers
2011: para. 2)
See also chūto saiyō
shimatsusho/ shimatsu sho
始末書
* Japanese lit. shimatsu ‘solution’, ‘settlement’; shi (begin) + matsu (last part) +
sho (write; book).
192
193
Witt 2011: 94; Oh 2004: 51, Komiya 1999: 91
Haghirian 2010: 108–109
87
n. a letter of apology sent to business colleagues in which the writer takes
responsibility for what happened and expresses regret.
NOTE: An apology made in this manner should be accepted.194
“Courts set the bar lower for disciplinary measures other than dismissal, of course,
and there are many types of sanctions: ordering the writing of a shimatsusho
apology letter, for example, a simple pay cut, demotion, suspension (with or
without pay) and, ultimately, the dreaded “disciplinary dismissal.”” (Okunuki
2012: para. 4)
shitauke (kigyō) 下請け(企業)
* Japanese lit. shitauke ‘subcontract’, kigyou ‘enterprise’; shita (down) + uke
(request) + ki (project) + gyou (work, business, industry).
n. a subcontracting company, a company whose business activities depend partially
or completely on other firms.
NOTE: Many of the shitauke may be run by former employees of the parent
company.195
“There is a common business practice called shitauke tataki—pressuring suppliers
to keep prices down, usually by threatening to use different suppliers or move
operations overseas.” (Brasor 2012: para. 6)
shitenchō 支店長
* Japanese shi (branch; support) + ten (shop) + chou (head).
n. manager of a branch office.196
“There had now developed wide income differentials between the directors
(jūyaku) and the directors of departments or branch offices (buchō or shitenchō).”
(Taira 1997: 278)
shitsuke 躾
* Japanese shitsuke (discipline, training).
n. the fifth stage of the 5S System which refers to the sustenance of discipline, to
standardisation for the benefit of long-term kaizen goals and to the maintenance
and reviewing of standards.197
“Without the S of shitsuke, even the most carefully constructed systems of the first 4
S—seiri (sorting), seiton (organizing), seiso (cleaning, shining) and seiketsu
(sanitizing, standardizing)—cannot be sustained for long.” (Pringle 2011c: para.
12)
See also 5S
194
Alston et al 2005: 40
Whittaker 1994: 211; De Mente 2012: 188
196
Alston et al 2005: 155
197
Haghirian 2010: 8
195
88
shōjinka
省人化
* Japanese shou (introspect; save) + jin (human being) + ka (change into).
n. the practice of continually optimising the number of workers in a work centre in
accordance with demand.198
“Shojinka has an especially significant meaning when the number of workers must
be reduced due to a decrease in demand.” (Monden 2011: 144)
shōkaijō/ shōkai-jō 紹介状
* Japanese lit. shoukai ‘introduction’; shou (introduce) + kai (mediate) + jou (letter).
n. a letter of introduction.
NOTE: It is used as a recommendation made to initiate business relations.199
“Before attempting to meet with representatives of a Japanese company, you
should arrange for shokai-jo (letters of introduction) from well-known business
leaders, overseas Japanese, or former government officials who have dealt with
Japan.” (Engel et al 2009: 43)
See also shōkainin
shōkainin
紹介人
* Japanese lit. shoukai ‘introduction’; shou (introduce) + kai (mediate) + nin
(human being).
n. a professional introducer whose services are needed in Japan if one wishes to
meet potential business partners.
NOTE: Introducing oneself is not common as Japanese prefer not to deal with
strangers. The introducer also helps to make complaints or solve disputes between
the parties, attends the first meetings and the celebration when a contract is
signed.200
Also called shōkaisha
“A shokainin not only introduces but also vouches for the integrity of the individual
they are introducing.” (Delaney 1998: 143)
See also shōkaijō
shokumu kyū 職務給
*Japanese lit. shokumu ‘duties’, ‘work’; shoku (employment) + mu (duty) + kyuu
(supply; pay).
n. the duties wage; a part of the job wage.201
198
1000Ventures
Alston et al 2005: 47
200
Alston et al 2005: 37, 121
201
Holzhausen 2000: 223
199
89
“In fact, the dilution of the seniority principle started in the 1960s, when job
responsibility pay (shokumu kyu) was introduced with the adoption of job
evaluation in certain industries such as steel /…/.” (Sako 1997: 12)
See also shokunō kyū, shigoto kyū, zokujin kyū, sōgō kyū, kihon kyū
shokunō kyū
職能給
* Japanese lit. shokunou ‘one’s ability in the workplace’; shoku (employment) +
nou (ability) + kyuu (supply; pay).
n. the competence wage; a part of the job wage.202
“The 1970s and the 1980s saw the introduction and the diffusion of ability-based
pay (shokuno kyu), although /…/ an element of seniority tended to creep into this
pay component via promotion in the qualification rank.” (Sako 1997: 12)
See also shokumu kyū, shigoto kyū, zokujin kyū, sōgō kyū, kihon kyū
shokutaku 嘱託
* Japanese shoku (charge with, ask to do) + taku (entrust).
n. a contract employee.203
“As a shokutaku, there was no possible career path for promotion, nor was there
any real assurance of a future in the company.” (Kopp 2013c: para. 2)
See also seishain
shōyo
賞与
* Japanese shou (prize) + yo (give).
n. a bonus.
NOTE: Bonuses are paid twice a year: at the end of the year and during the summer.
The sum depends on the profitability of the company, which stresses the
importance of the employees’ contribution to the success of the company.204
“Japan’s famous twice-a-year bonuses, shoyo (show-yoe), were originally
regarded as a fringe benefit by employees and management, but workers and
unions have long since considered them an integral part of wages.” (De Mente
2012: 82)
See also kihon kyū, teate
shukkō
出向
* Japanese shutsu (go out; put out) + kou (turn toward).
n. the practice of transferring employees to subsidiary and affiliated organisations
temporarily.
202
Holzhausen 2000: 223
Nishiyama 2000: 155
204
Alston et al 2005: 3
203
90
NOTE: This has enabled elderly workers to stay employed for a longer period of
time. Employees are mostly transferred because the subsidiary or affiliated
company needs assistance in a specialized field.205
“They have searched frantically for ways to save costs without laying workers off.
Inter-firm personnel transfer (shukko), reduction of per-employee work hours, and
calls for “voluntary” early retirement have been some of the measures firms have
been taking.” (Matsuzuka 2002: 3)
See also shukkō shain, tenseki
shukkō shain
出向社員
* Japanese shutsu (go out; put out) + kou (turn toward) + sha (company; society) +
in (member).
n. an employee who is transferred to a subsidiary or affiliated company.206
“In the formal language of Japanese corporate management, his status in a foreign
subsidiary is that of a shukko shain, a corporate employee who still belongs to the
home company but has been “sent away” to a subsidiary or an affiliate.” (Kurotani
2005: 65)
See also shukkō
shuntō 春闘
* Japanese lit. ‘spring struggle’; shun (spring) + tou (fight).
n. the annual negotiations of enterprise unions for higher salaries and improved
working conditions.
NOTE: This phenomenon no longer exists as job security has replaced payment
increases as the priority for unions, and cooperation between the employees and
management has become more important than confrontation.207
“Both management and unions are aware of the acute damage caused by strikes
and usually come to an agreement before the “Spring Struggle” occurs.” (De
Mente 2012: 189)
shusa 主査
* Japanese shu (main; master, owner) + sa (look into).
n. the leader of a large project; an employee who supervises the production of a
design and has various skills in the fields of design development and manufacturing.
NOTE: This job title was introduced by Toyota.208
205
Abegglen 2006: 43; Sato 1996: para. 1, 15; De Mente 2012: 189
De Mente 2012: 189
207
Abegglen 2006: 88–89
208
Manufacturing Terms; Itoh 1994: 277
206
91
“Another unique role at Toyota is that of shusa, a chief engineer or program
manager who has complete responsibility for the development of a new vehicle.”
(Beaudan 2012: 142)
shūshin koyō (seido) 終身雇用(制度)
* Japanese shuushin ‘lifetime’, koyou ‘employment’, seido ‘system’;
shuu (end) + shin (body; oneself) + ko (employ) + you (employ) + sei (system;
control) + do (degree; time, occasion).
n. the system of lifetime employment, the aim of which is to provide a sense of
security for the company and its employees.
NOTE: It is considered to be conducive to higher motivation and dedication. It is
characterised by job rotation that does not enable the employees to specialise in any
field, but rather obtain experience in different fields of work. Employees are able to
identify closely with the company.209
“Seniority-based pay (nenkō joretsu chingin) has often been described as one of the
so-called ‘three pillars of the Japanese employment system’; the two others being
lifetime employment (shūshin koyō) and in-house company unions (kigyōbetsu
kumiai) /…/.” (Conrad 2009: 115)
sōdanyaku/ sōdan yaku 相談役
* Japanese lit. soudan ‘consultation’; sou (mutual) + dan (talk) + yaku (service).
n. counsellor, advisor.210
“It is customary that the chairman continue to serve as parttime sōdanyaku
(advisor) for an additional year or two years before full retirement.” (Nishiyama
2000: 120)
sōgō kyū 総合給
* Japanese lit. sougou ‘combination’, ‘synthesis’; sou (total; general) + gou
(combine; fit) + kyuu (supply; pay).
n. the general wage; a combination of different types of salaries (the job wage and
the personal wage).211
“The three systems are the job wage (shigoto kyū), the personal wage (zokujin kyū)
and the general wage (sōgō kyū).” (Holzhausen 2000: 223)
See also shigoto kyū, zokujin kyū, shokumu kyū, shokunō kyū, kihon kyū
sōgōshoku/ sōgō shoku
総合職
* Japanese lit. sougou ‘combination’, ‘synthesis’; sou (total; general) + gou
(combine; fit) + shoku (employment).
n. the managerial track; the career track for employees who are expected to obtain
the skills necessary for managers and are able to rise to higher positions.212
209
Haghirian 2010: 20–22; Abegglen 2006: 74; Alston et al 2005: 81
Alston et al 2005: 155
211
Holzhausen 2000: 223
210
92
“Under the revised law, corporations will be deemed as committing indirect
discrimination if they do any of the following without any rational reason: impose
conditions on an applicant’s weight, height or physical power, require an applicant
seeking a position on the managerial track (“sogoshoku”) to accept a possible
transfer to any remote branch and make the experience of a transfer to a remote
branch as a condition for promotion.” (The Japan Times 2007: para. 2)
See also ippanshoku, jimushoku
sōgō shōsha
総合商社
* Japanese lit. sougou ‘combination’, ‘synthesis’, shousha ‘trading company’; sou
(total; general) + gou (combine; fit) + shou (trade) + sha (company; society).
n. a Japanese general trading company; a company that buys materials from large
companies and sells them to medium and small companies and also takes Japanese
products from small and medium companies to the international market.
NOTE: It is responsible for a significant part of Japan’s imports and exports.213
“The role of Japan’s sogo shosha (“general trading companies”) in the country´s
trade has declined substantially over the past 20 years, by some 40 percentage
points.”
(United Nations Conference on Trade and Development 2005: para. 1)
“The sogo shosha have traditionally played a key role in Japan’s domestic and
international trade.” (United Nations Conference on Trade and Development 2005:
para. 2)
sōkaiya 総会屋
* Japanese sou (total; general) + kai (meet, see; meeting; society, club) + ya (house;
small shop; occupation suffix).
n. a shareholder who disrupts shareholders’ meetings to prevent unwanted criticism.
NOTE: They often belong to the Japanese mafia (yakuza). Companies may hire
them to prevent stockholders form addressing embarrassing issues.214
“In Japan, stockholders have no real power over companies – many yearly
stockholder meetings last less than an hour. To keep potential critics from talking
during the meetings, a branch of organized crime – sokaiya – has offered its
services until recently.” (Richter 2000: 19)
“Other law enforcement efforts have been aimed at cracking down on sokaya, or
yakuza who buy stock in a company to threaten to cause trouble at its annual
meetings.” (French 2001: para. 18)
“In the last decades of the twentieth century, the yakuza-sokaiya network served to
broaden and deepen underworld penetration into the mainstream corporate system.”
(Szymkowiak 2002: 185)
212
Haghirian 2010: 101
Haghirian 2010: 61; Free Dictionary: Financial Dictionary
214
Hasegawa 1986: 56; Oh 2004: 41; Alsont et al 2005: 153
213
93
sōmubu/ sōmu-bu/ sōmu bu
総務部
* Japanese lit. soumu ‘general affairs’; sou (total; general) + mu (duty) + bu
(section, division).
n. the general affairs department of a Japanese company.
NOTE: It is responsible for communications, the coordination of interdepartmental
relations, the maintenance of official files, company mail and telephone
switchboards. In smaller companies it also takes care of foreign correspondence.215
“The sōmu bu and kokusai bu personnel usually have no power or decision-making
authority, nor will they even know much about the business that brought you to
Japan. Their job is to facilitate dealings with foreigners and to coordinate various
divisions.” (Alston 1990: 60)
See also bu
sonkeigo 尊敬語
* Japanese lit. sonkei ‘respect’; son (honour) + kei (respect) + go (language).
n. a category of keigo (polite language) used when addressing a superior or
speaking about them.216
“The first, sonkeigo, a more literal translation of “respect language”, ostensibly
raises the relative level of an addressee or referent, the second, kenjōgo, or
“humble language”, lowers the level of the speaker, and the third, teineigo, which
is usually translated as “polite language”, in its most straightforward form raises
the general level of the speech altogether.” (Hendry 1995: 52)
See also keigo, kenjōgo, teineigo
soto 外
* Japanese soto (outside).
n. an outsider, a person who does not belong to a company or organisation.217
“A soto does not have to follow the same strict rules as an uchi and is given more
leeway.” (Brannen 2003: 74)
See also uchi, uchi-soto
stable shareholder
See antei kabunushi
215
Alston et al 2005:89; De Mente 2012: 69
Haghirian 2010: 76
217
Haghirian 2010: 16
216
94
T
Taguchi methods
n. statistical quality control methods that combine control charts and process
control with product and process design to achieve a robust total design with the
aim of reducing product variability and making the product function in extreme
conditions.
NOTE: They were invented by the Japanese engineer-statistician Dr. Genichi
Taguchi.218
“Japanese companies including Toyota and its subsidiaries began applying
Taguchi methods extensively from the early 1950s.” (Vasconcellos 2004: 62)
taishokukin 退職金
* Japanese lit. taishoku ‘retirement’; tai (retreat) + shoku (employment) + kin
(metal; gold; money).
n. a monetary bonus that an employee receives upon retirement, generally the
monthly salary for every year of service.219
“When retiring, the person would receive a taishokukin, or a monetary bonus that
could be as large as 36 months of salary, if the person had spent an entire career
within the firm.” (Haghirian 2010: 21)
takt time
* derived from German Taktzeit ‘clock cycle’.220
n. the time of a work cycle that is needed to produce a component and fulfil a
client’s demand.
NOTE: Takt designates the rate of customer demand. The term is used in the
Toyota Production System to synchronise the production schedule with demand in
order to prevent under- or overproduction and reduce waste.221
“Determining the appropriate takt time is the final piece in developing JIT and is
the heartbeat of any lean system.” (Middleton et al 2005: 39)
See also Toyota Production System
tama dashi kai 玉出し会
* Japanese ‘brainstorming camp’; tama (gem, precious stone) + dashi (go out; put
out) + kai (meet, see; meeting; society, club).
218
Business Dictionary; Bannock et al: 361
Haghirian 2010: 21; Picken 2009: 356
220
Boyer et al 2009: 461
221
The Official Website of Toyota Motor Manufacturing, Kentucky, Inc.; Toyota Material
Handling Europe
219
95
n. informal meetings introduced by Honda for discussing difficulties in
development projects.222
“In Japan, Honda has used informal, off-site “brainstorming camps,” called tama
dashi kai, to accomplish this kind of tacit-to-tacit knowledge exchange in order to
solve difficult problems in product development.” (Boyett et al 2001: 112)
tate keiretsu
See vertical keiretsu
tatemae 建（て）前
* Japanese tate (build) + mae (before, in front).
n. public opinion.
NOTE: It is highly necessary in the context of business with regard to negotiations
and official events as people are supposed to take a standpoint that is expected from
them in spite of their real views. The aim is to avoid tension. It can also refer to the
official corporate policy that is made known to the general public. If younger
employees are better acquainted with a topic, they are allowed to make decisions,
but older employees take the credit as leaders since this is required by the tradition
of age-based promotion. It should be kept in mind, that according to the tradition of
tatemae, during negotiations the senior representative should be treated with
respect, even though the actual decisions were made by subordinates.223
“Tatemae, however, goes beyond the “little white lie,” as it is often justified less by
the fact you have avoided hurting your listener’s feelings, more by what you have
gained from the nondisclosure.” (Arudou 2011: para. 4)
See also honne
teate
手当
* Japanese te (hand) + ate (hit, strike).
n. a special allowance paid to employees in addition to the basic salary for special
responsibilities, transportation, work uniforms, etc.224
“Monthly earnings are composed of the basic salary (kihon-kyu) and various
allowances (teate).” (Ballon 1993: 31)
See also kihon kyū, shōyo
teian kaizen
提案改善
*Japanese teian ‘proposal’; tei (present, offer) + an (proposal) + kai (reform) + zen
(good).
222
Nonaka 1995: 63
Haghirian 2010: 78; Alston et al 2005: 19–20
224
Spinks 2002: 110; Picken 2009: 36, 356
223
96
n. a management approach that aims at improving business and manufacturing
practices by means of strategic improvements that are influenced by managers.
NOTE: The main techniques used are total quality control and just-in-time
management.225
“Gemba and teian kaizen both aim to develop higher production and quality
standards.” (Haghirian 2010: 5)
See also kaizen, gemba kaizen, Total Quality Control, just-in-time
teineigo 丁寧語
* Japanese lit. teinei ‘polite’; tei (courteous) + nei (courteous) + go (language).
n. a category of keigo (polite language) that refers to a general polite manner of
speaking.226
“One must be careful to at least use teineigo when speaking in business situations
but as far as sonkeigo and kenjogo go, it is important to feel out the situation and
the person who you are talking to.” (Lebowitz 2011: para. 4)
See also keigo, kenjōgo, sonkeigo
teishisei
低姿勢
* Japanese lit. shisei ‘posture’; tei (low) + shi (figure, posture) + sei (power).
1. n. a low posture, a posture with one’s head held low as a sign of humility.
NOTE: It is particularly common when greeting someone with a higher position.227
“In Japan, a self-effacing low posture (teishisei) is appropriate, but in the West, an
erect posture showing self-confidence is called for.” (Nishiyama 2000: 151)
2. n. a low profile style of management.228
“The Prime Minister, Ikeda Hayato, had issued a long-term economic plan for
‘income doubling’ over a ten-year period, and hoped to achieve this by adopting a
‘low posture’ (teishisei) in his foreign and domestic policies.” (Ampiah 1997: 48)
tenseki 転籍
* Japanese ten (turn) + seki (register, record).
n. the practice of transferring employees to another company.
NOTE: The person loses his/ her employee status in the sending company.229
“Frequently referred to is the practice by which employees who are in their mid50s are moved from their career jobs to jobs with subcontracting firms under
arrangements such as shukko and tenseki.” (Casey 2007: 45)
See also shukkō
225
Haghirian 2010: 5
Haghirian 2010: 76
227
Nishiyama 2000: 24
228
Alston et al 2005: 35
229
Masahiko et al 1994:18; Sato 1996: para. 23; Casey 2007: 45
226
97
tenshoku 転職
* Japanese ten (turn) + shoku (employment).
n. the act of changing one’s job.230
“Besides freeters, another result of the change in attitude towards work and
lifestyle is the increase in tenshoku, which literally means job change.” (Haghirian
2009: 98)
tenshokusha 転職者
* Japanese ten (turn) + shoku (employment) + sha (person).
n. someone who has changed jobs.231
“In 1989, the increase in tenshokusha was already noticeable.” (Haghirian 2009:
98)
three jewels
See sanshu no jingi
three Ms
n. the three types of waste: muri, muda and mura.
“Particularly notable is that the (so-called) Toyota Production System (TPS) in the
mass production of machinery was institutionalized by Ōno Taiichi of Toyota
Motor Corporation in his pursuit to eliminate the three Ms, i.e., muda (waste), muri
(overloading), and mura (inconsistency).” (Odaka 2011: 94)
See also muri, muda, mura
tokumei kumiai (TK)
匿名組合
* Japanese ‘silent/ anonymous partnership’; tokumei ‘anonymous’, kumiai ‘union’;
toku (conceal) + mei (name) + kumi (organize; assemble) + ai (combine; fit).
n. a form of partnership in which non-operating (silent) partners have limited
liability.232
“Tokumei kumiai arrangements continue to be a versatile planning technique for
achieving a wide range of business and tax structuring objectives.” (Yoost et al
2001: para. 1)
tokurei yūgen gaisha/ kaisha (TYG/ TYK) 特例有限会社
* Japanese lit. yuugen ‘limited’, kaisha ‘company’; toku (special) + rei (example) +
yuu (have) + gen (limit) + kai (meet, see; meeting; society, club) + sha (company;
society).
n. a type of corporation that replaced already existing yūgen kaisha with the
abolition of Japan’s Limited Liability Company Law on May 1st, 2006.233
230
Haghirian 2010: 146
Haghirian 2010: 146
232
Webster’s Online Dictionary; Venture Japan. n.d. b: para. 3
233
Venture Japan. n.d. a: para. 1; Zxentpro 2011: para. 6
231
98
“Initially, yugen kaisha already existing will be automatically converted to tokurei
yugen kaisha (special private limited company), with the option to convert
voluntarily and permanently into a kabushiki kaisha.” (De Vries Robbe 2006: 204)
See also yūgen kaisha
torishimariyaku kai
取締役会
* Japanese lit. torishimariyaku ‘director’; tori (take) + shimari (conclude; tighten)
+ yaku (service) + kai (meet, see; meeting; society, club).
n. the board of directors of a company.
NOTE: It is comprised of high executives (shachō, fuku shachō, senmu
torishimariyaku, jōmu torishimariyaku). Members of the torishimariyaku kai
appoint senior managers. The Japanese board of directors does not have the same
authority to make decisions as its Western equivalent as emphasis is laid on
collective decision-making and reaching a consensus within the company.234
“Under present law, a K.K. must have a board of directors ( 取 締 役 会
torishimariyaku kai) consisting of at least three individuals.” (International
Business Publications, USA 2012: 31)
Total Quality Control
n. organized kaizen activities that involve everyone in the company, both managers
and workers, and are aimed at advancing performance at every level.
NOTE: These activities are implemented in all phases of the manufacturing and
work processes and are not simply result-oriented. The means of quality control
include quality circles, genchi genbutsu, hanseikai.235
“The spectacular spread and application of Total Quality Control gave the impulse
for the systematic involvement of employees in the improvement of quality and in
the achievement of objectives of enterprise.” (McNulty 2004: 47)
See also genchi gembutsu, hanseikai, quality circle
Total Productivity Management (TPM)
n. a top-down approach to management that turns a company’s goals to tangible
objectives and numeral targets and makes changes in the whole company, while
aiming at reducing costs.236
“Our ultimate goal in TQC is to earn customer satisfaction. In contrast, total
productivity management has an internal focus. It’s a means of doing things like
reducing defects detected in the factory and eliminating line stoppages.”
(Shimokawa 2009: 214)
234
Nishiyama 2000: 120–121; Oh 2004: 46–47
1000Ventures; Haghirian 2010: 9
236
Haghirian 2010: 36–37
235
99
Total Quality Management (TQM)
n. a bottom-up approach to management that considers the overall continuous
improvement of an organisation to be a process, not a short-term goal, while aiming
at introducing thorough changes by means of progressive changes in attitudes,
practices, structures and systems in order to ensure quality.
NOTE: It includes all the members of an organisation and covers all of its functions.
The four steps of the Japanese TQM approach are kaizen, atarimae hinshitsu,
kansei and miryokuteki hinshitsu.237
“Employee participation constitutes one of the main principles of contemporary
TQM and it is considered as the key for the effective application and the
effectiveness of a TQM philosophy.” (McNulty 2004: 48)
See also kaizen, atarimae hinshitsu, miryokuteki hinshitsu, kansei
Toyota Production System (TPS)
n. a production system that is founded on two main principles: just-in-time
production and jidōka.238
“The Toyota Production System, a wonder of the industrial world rivalling the
original assembly line as the most studied industrial phenomenon of all time, sets
the carmaker apart from less successful competitors.” (BYU-GloWbE 2011)
See also just-in-time, jidōka, Pull System, takt time
Toyotism/ Toyodism
n. a production philosophy that is characterised by flexible mass production that
includes the use of kanban and quality checks, job rotation, continuous
improvement activities that are aimed at diminishing waste, and commitment to
quality.239
“Later, adapting Fordism selectively, the Japanese developed flexible production
systems. By using quality circles, team output, or pull systems, they transformed
Fordism into Toyotism.” (Naruo et al 2007: 388)
See also kaizen, just-in-time
TPM
See Total Productivity Management
TPS
See Toyota Production System
237
Business Dictionary; BusinessKnowledgeSource.com. n.d.; Haghirian 2010: 36; Bannock 2002
et al: 367
238
The Official Website of Toyota Motor Manufacturing, Kentucky, Inc
239
Karwowski 2001: 1228
100
TQM
See Total Quality Management
traffic light system
See andon
trans-keiretsu
n. a type of keiretsu that is characterised by cooperation with firms of other keiretsu,
with Japanese firms that are not members of a keiretsu or foreign firms.240
“Since the end of the 1980s the trans-keiretsu supplement the traditional forms of
interfirm cooperation.” (Richter 2000: 28)
“Whether capital keiretsu, production keiretsu, or trans-keiretsu, the phenomenon
of strategic networks has enormous relevance in Japan.” (Richter 2000: 28)
See also keiretsu
tsukiai
付き合い
* Japanese tsuki (attach) + ai (combine; fit).
1. n. a social event for the employees of a company.
NOTE: Socialising with colleagues after work is very common in Japan.241
“The overall picture of C-Life tsukiai, then, is of a large number of social
occasions occurring with a variety of company members of different ages and
sections.” (Graham 2003: 130)
2. n. the social debt one develops when receiving a favour, for example from a
teacher or an employer.242
“The greater a man’s tsukiai—the wider his network of giri-relations or, as the
Japanese say, the ‘broader his face’—the greater is his power and influence and
the greater the prestige accorded him.” (Dore 2013: 259)
TYG
See tokurei yūgen gaisha
TYK
See tokurei yūgen gaisha
240
Richter 2000: 26
Graham 2003: 130
242
De Mente 2012: 60
241
101
U
uchi
内
* Japanese lit. ‘inside’; it is used in the meaning of ‘house’ or ‘home’.
n. a person inside a company or organisation who receives the benefits of belonging
to the group and contributes to the well-being of the group.
NOTE: It is used to distinguish clearly between members of a group and
outsiders.243
“In any given situation, you are either uchi or soto. As a foreigner, you will always
be soto.” (Brannen 2003: 74)
See also soto, uchi-soto
uchiage/ uchi-age
打ち上げ
* Japanese lit. ‘to shoot off (fireworks)’ or ‘launch (a rocket)’; uchi (strike) + age
(up).
n. a drinking party held by colleagues to celebrate the completion of a project, the
signing of a contract or gaining an important client.244
“Participants in an uchi-age are allowed excessive drinking and outrageous
behaviour to let off steam though no quarrels or complaints are allowed.” (Alston
et al 2005: 65–66)
uchi-awase 打ち合わせ
* Japanese lit. ‘to beat out an agreement’; uchi (strike) + awase (combine; fit).
n. a planning session, both in the field of business and recreation.
NOTE: These sessions are held before almost all events, including meetings. The
uchi-awase preceding negotiations with foreign companies may extend to several
days or even months.245
“The “sound-outs” on views and positions that take place in these short and
frequent uchiawase meetings provide a major resource for the Japanese process of
consensus decision building called nemawashi (literally, root-binding).” (Yamada
1997: 56)
uchi-soto
* Japanese lit. ‘inside-outside’
n. the practice of making a distinction between the members and non-members of a
group.
243
Haghirian 2010: 15; De Mente 2012: 194
De Mente 2012: 194; Alston et al 2005: 65
245
De Mente 2012: 194–195
244
102
NOTE: In Japanese society, being a member of a group is seen in a more positive
light than being a non-member. Japanese companies distinguish very clearly
between full-time and part-time employees or non-employees and the latter are
viewed as non-members. It is difficult to enter or leave Japanese organisations and
employees are not laid off easily. Leaving is also viewed as disloyal.246
“The “us and them” mentality is not a uniquely Japanese concept, but in a society
with a famously uchi-soto (inside-outside) group-based structure, being labeled an
“outsider” can feel like the ultimate insult.” (Lewis 2010: para. 25)
See also uchi, soto
ukeoi 請負
* Japanese uke (request) + oi (lose, be defeated; bear, carry).
n. a style of contract employment, in the case of which people are hired as
independent contractors who have more freedom than in the case of the haken style
of contract employment.247
“If workers remain in the ukeoi status, customer companies need not take
responsibility for their safety because such responsibility legally rests with the
contractors.” (The Japan Times 2006a: para. 4)
See also haken
V
vertical keiretsu
n. a type of keiretsu, in which subsidiaries act as suppliers for the parent
company.248
Also called tate keiretsu 縦系列
* Japanese tate (vertical) + kei (system; lineage) + retsu (row);
kigyō keiretsu
* Japanese kigyou ‘enterprise’; ki (project) + gyou (work, business, industry).
“In reality, financial and equity relations in the vertical keiretsu structure also
exert a strong impact on corporate stability. Strong equity control of the car
manufacturer over its suppliers in vertical production networks result in a stable
and long-term demand for parts supplies.” (Kawai 2009: para. 11)
See also keiretsu, horizontal keiretsu, kyōryokukai
246
Haghirian 2010: 14, 16, 17
Casey 2009: para. 3
248
Okumura 2000: 135–136; Kikkawa 2013: 44
247
103
W
wa
和
* Japanese wa (harmony, peace).
n. harmony in human relations.
NOTE: Maintaining harmony in a group is of enormous importance and influences
business decisions. For instance, negative replies are avoided, answers are kept
uncertain, and groups are praised instead of individuals to maintain the wa. Face-toface communication is necessary for the beginning of the development of wa in a
relationship. Wa is taken into consideration already when recruiting new employees,
and the personality and loyalty of potential employees are regarded as more
important than knowledge and business skills. Senior executives are responsible for
maintaining the wa in the company. The training programs of Japanese companies
are largely aimed at improving morale and developing wa among employees.249
“Everyone’s views are taken into account for the purpose of maintaining harmony
(wa).” (Haghirian 2010: 133).
wakon yōsai 和魂洋才
* Japanese lit. ‘Japanese spirit, western learning’; wa (harmony; Japan) + kon (soul)
+ you (Western) + sai (talent).
n. the general management approach of Japanese companies, according to which
Western ideas can be adopted in a distinctly Japanese manner.
NOTE: It is a Japanese saying that spread during the Meiji period (1868–1912)
when the Japanese started to try to catch up with the Western world in the fields of
technology and industry.250
“Yet Canon is one major Japanese company that continues to defend the
traditionally Japanese business practice of lifetime employment, while applying
strong cash-flow and supply chain metrics to its management. It is the idea of
wakon yosai, combining Western learning with a Japanese spirit in management.”
(Hasegawa 2010: 167)
wan setto shugi ワンセット主義
* derived from the English words ‘one set’ and the Japanese word shugi ‘principle’,
‘ideology’; shu (main; master, owner) + gi (righteousness).
n. a principle of horizontal keiretsu, according to which the group has only one
member from every field of industry.251
249
Alston et al 2005: 13-15
Abegglen 2006: 73; De Mente 2012: 195
251
Lincoln et al 2004: 17
250
104
Also called one-set principle
“Each group has a bank and a trading company, a steel firm, an automobile firm, a
major chemical firm, a shipbuilding and plant engineering firm and so on — and,
except by awkward accident, not more than one of each. (The ‘one set’ principle, as
the Japanese say.)” (Dore 2012: 178)
warusa kagen/ warusa-kagen 悪さ加減
* Japanese lit. kagen ‘extent’ or ‘adjustment’; warusa (bad) + ka (add) + gen
(decrease).
n. something that has not developed into a problem yet, but is nevertheless not
correct and requires improvement.252
“Kaizen assumes, as a given, that every organization has its problems, at least the
so-called warusa-kagen, things that are not yet problems but are still not quite
right /…/.” (Van Staveren 2006: 57)
Water-Spider
See mizusumashi
window guidance
See madoguchi shidō
window-side tribe
See madogiwazoku
windowsill tribe
See madogiwazoku
Z
zaibatsu
財閥
* Japanese zai (wealth) + batsu (clique).
n. family-owned conglomerates that had a significant position in the Japanese
economy from the late 19th century to the early 20th century, but were dissolved
after World War II during the US occupation.
NOTE: Five famous families included Mitsui, Iwasaki, Sumitomo, Yasuda and
Kōga.253
“The zaibatsu purge failed to destroy big business capitalism in Japan, although it
ended family capitalism.” (Oh 2004: 27)
“As is well known, zaibatsu-affiliated firms were instrumental in developing
Japan’s frontier industries – from the introduction of new metal and chemical
252
253
Kaizen Institute
Free Dictionary: Financial Dictionary; Hasegawa 1986: 22; Oh 2004: 25
105
manufacturing processes to the development of an electrical machinery industry to
the expansion into overseas markets.” (Lincoln et al 2004: 53–54)
See also keiretsu
zaikai
財界
* Japanese zai (wealth) + kai (world).
n. the business community of Japan; the elite of the economic world, i.e. large firms
and their managers.
NOTE: The term is often construed as designating groups such as the Federation of
Economic Organisations (Keidanren), the Japan Chamber of Commerce and
Industry (Nihon Shoko Kaigisho), the Japan Federation of Employers’ Associations
(Nikkeiren) and the Japan Committee for Economic Development (Keizai Doyukai), but it may also refer to businesspeople who do not belong to these groups.254
“The zaikai was often considered a power behind Japanese politics because its
basic goals often coincided with those of the government.” (Yui 2011: 62)
See also zaikaijin
zaikaijin/ zaikai jin/ zaikai-jin
財界人
* Japanese zai (wealth) + kai (world) + jin (human being).
n. a distinguished senior man, often a former high-ranking official in the field of
business or finance, who acts as a neutral counsellor for major firms.255
“Ishizaka Taizo became the second president of Keidanren in 1955 and is still
considered “the most prominent zaikai-jin (leader of the business community)”/…/.
(Yui 2011: 63)
See also zaikai
zaitech
See zaiteku
zaiteku
財テク
* Japanese abbreviation of zaimu tekunorojī ‘financial technology’, ‘financial
engineering’; zai (wealth; finance) + teku (derived from the English word
‘technology’).
n. the practice of using various financial investments for the purpose of gaining a
profit for the company (as opposed to using the main activities of the company), e.g.
stock market speculation, arbitrage, foreign exchange speculation.256
Also called zaitech257
254
Okumura 2000: 79
De Mente 2012: 197
256
Kester 1993: 222; Scok et al 2013: 320–321
255
106
“Japanese companies began relying increasingly on zaiteku for profits and
imbedded increasingly risky structures into their balance sheets.” (Alloway 2011:
para. 10)
zokujin kyū 属人級
* Japanese zoku (belong to, be subordinate to) + jin (human being) + kyuu (supply;
pay).
n. the personal wage; a type of salary that is determined by certain characteristics of
an employee, e.g. age, tenure or level of education.258
“The three systems are the job wage (shigoto kyū), the personal wage (zokujin kyū)
and the general wage (sōgō kyū).” (Holzhausen 2000: 223)
See also shigoto kyū, sōgō kyū, shokumu kyū, shokunō kyū, kihon kyū
Y
yakuin 役員
* Japanese yaku (service) + in (member).
n. an executive starting from the position of director, i.e. belonging to the highest
level of employees.259
“The conglomerate combinations consisted of mutual shareholdings, exchange of
directors (yakuin), business networks centred around the group’s bank and general
trading company, and monthly president meetings (shachōkai). In terms of
structure, function and performance, these post-war groups differed fundamentally
from the pre-war zaibatsu.” (Waldenberger 1996: 206)
See also bukachō, hirashain
yakutoku
役得
* Japanese yaku (service) + toku (acquire; gain).
n. gifts or other benefits, such as travelling or entertainment, provided to company
employees because of their job positions, often by suppliers or those wishing to
develop business relations with the company.
NOTE: They are considered to be important for maintaining good relations, but if
overdone, they may be seen as an attempt to exert influence on the person.260
“A bureaucrat whose approval is needed for a business license or for other
important purposes, can expect to be offered a great deal of valuable yakutoku.”
(De Mente 2004: 307)
257
Oxford English Dictionary 1997
Holzhausen 2000: 223
259
De Mente 2012: 67
260
De Mente 2012: 195
258
107
Yamazumi 山積み
* Japanese lit. ‘huge mound/ heap’; yama (mountain) + zumi (accumulate).
n. a chart (Yamazumi board) with vertical bars representing the relative time to
complete a task, which can be moved from operation to operation in order to
balance a process to takt time.
NOTE: The board makes it possible to quickly rebalance a process when takt
changes and indicates which operations are overloaded or not used enough.261
“Toyota uses Yamazumi work balance charts to visually present the work content
of a series of tasks and facilitate work balancing and the isolation and elimination
of non value added work content.” (Applied Computer Services, Inc. 2013: para. 3)
See also takt time
YK
See yūgen kaisha
yoko keiretsu
See horizontal keiretsu
yokonarabi 横並び
* Japanese lit. yoko (sideways) + narabi (line up).
n. the practice of following the example of others.
NOTE: For instance, companies imitate competitors when making investments or
developing new products.262
“Yokonarabi is so pervasive that it even influences the budgeting process in many
kaisha.” (Yoshimura et al 1997: 114)
yokoten(kai) 横展(開)
* Japanese lit. ‘horizontal deployment’; tenkai ‘deployment’; yoko (sideways;
horizontal) + ten (unfold, evolve; display) + kai (open).
n. the practice of transferring the successes of kaizen to other fields, other
departments of the company or affiliated firms as well, adapting and improving
kaizen methods in the process.
NOTE: It can refer to imitating product design ideas, business processes or better
use of machinery, materials or methods in general.263
“A fundamental step in the design of our vehicles is yokoten – sharing knowledge
and lessons learned between vehicle development teams.” (Toyota 2013: 23)
See also kaizen
261
Lean Terms and Definitions
Haghirian 2010: 146; Okimoto et al 1994: 183; Alston et al 2005:27
263
Kaizen Institute; the Official Website of Toyota Motor Manufacturing, Kentucky, Inc.
262
108
yūgen kaisha (YK) 有限会社
* Japanese lit. yuugen ‘limited’, kaisha ‘company’; yuu (have) + gen (limit) + kai
(meet, see; meeting; society, club) + sha (company; society).
n. a type of limited liability company that existed from 1940 to 2006.
NOTE: It was abolished with the Companies Act in June 2005. Most of these
companies became kabushiki kaisha. Existing companies could continue as tokurei
yūgen kaisha.264
“The formation requirements of Gomei Kaisha, Goshi Kaisha, and Kabushiki
Kaisha are found in the Commercial Code, and those of Yugen Kaisha are in the
Limited Liability Company Act.” (International Business Publications, USA. 2009:
168)
See also tokurei yūgen kaisha
yūgen sekinin jigyō kumiai 有限責任事業組合
* Japanese lit. yuugen ‘limited’, sekinin ‘responsibility’, jigyou ‘undertaking’,
‘enterprise’, kumiai ‘union’; yuu (have) + gen (limit) + seki (responsibility; blame)
+ nin (office, duties) + ji (affair, matter; abstract thing) + gyou (work, business,
industry) + kumi (organize; assemble) + ai (combine; fit).
n. a limited liability partnership (LLP); a partnership formed only by the equity
participants, who have limited liability.
NOTE: Internal rules of LLPs are set by the equity participants. Taxes are paid
from profits allocated to equity participants.265
“In the future, it could be expected that university spin-offs will take advantages of
the opportunities offered by the Limited Liability Partnership or LLP (yugen
sekinin jigyo kumiai).” (Debroux 2009: 167)
3K
* derived from the Japanese terms kiken (dangerous), kitsui (difficult), and kitanai
(dirty).
n. a concept that refers to blue-collar jobs.
NOTE: The 3K phenomenon designates the trend of avoiding manufacturing jobs.
This has contributed to the disappearance of the lifetime employment system.266
“The illegal foreign workers do jobs that most Japanese would do last, the socalled 3K jobs – kitsui (hard), kitanai (dirty), and kiken (dangerous).” (Karan
2010: 193–194)
264
Investopedia; Venture Japan n.d.: para. 1
JETRO n.d.: para. 5
266
Oh 2004: 58
265
109
5S System
n. a concept that refers to a set of guidelines comprised of five Japanese terms that
describe how a workplace or production process can be effectively organized in
order to improve quality.
NOTE: The system consists of the five stages of a production process: seiri (sort),
seiton (set in order), seiso (clean), seiketsu (systematise), and shitsuke
(standardise).267
“The 5S system is a good starting point for all improvement efforts aiming to drive
out waste from the manufacturing process, and ultimately improve a company’s
bottom line by improving products and services, and lowering costs.” (Lista n.d.:
para. 3)
See also seiri, seiton, seiso, seiketsu, shitsuke
267
Haghirian 2010: 7; Alston et al 2005: 77
110
CONLUSION
The dictionary compiled for this MA project gives a general overview of Japanese
management practices and business culture. The dictionary comprises 319 terms, most of
which are Japanese terms (244, but this does not include some of the English terms that
were derived from Japanese or are compounds of Japanese and English words).
Considerable emphasis was thus placed on observing the use of foreign words of Japanese
origin in English and explaining their meaning. As cultural differences play an important
role in the business context in Japan, some general cultural terms that are not strictly
business-related were included as well. It was considered necessary to illustrate the use and
nuances of the terms by means of example sentences and explanations of their cultural
background. When searching for sources to be used for compiling this dictionary, it
became apparent that even though there are numerous books on the subject of Japanese
business, they are often not easily accessible in Estonia and there are no dictionaries of the
kind compiled for this project.
The scope of the use of Japanese terms depends on individual authors, but some of
the terms are extensively used for lack of English equivalents that would embody the same
nuances. On the basis of the analysis of the words of Japanese origin that are included in
the Oxford English Dictionary, it became apparent that even though Japanese is the most
well-represented source of vocabulary among the Central and Eastern Asian languages,
there are few terms related to Japanese management and business culture. In the opinion of
the author of this project, the use of Japanese terms gives a more thorough insight into
Japanese business culture.
Numerous difficulties arose during the compilation process of the dictionary. These
included finding reliable and accessible sources, making decisions regarding the selection
of terms and the extent and presentation of information in the dictionary, wording the
111
definitions, and selecting example sentences that supplement the definitions. The spelling
of Japanese terms and the use of italics to mark them as foreign words in English sources
proved to be inconsistent, with multiple variant forms in use. In keeping with the
descriptive approach of this dictionary, an attempt was made to give an overview of the
spelling variations of Japanese terms in English by providing headwords with variant
forms, but all of them could not be included in the dictionary.
The author hopes that this dictionary is helpful to those who come into contact with
Japanese business culture and contributes to their understanding of its cultural and
linguistic features. As an MA project, this dictionary serves as a general introduction and
does not include all of the terms relevant to the subject. A more extensive analysis of the
terminology of this field would be useful in the future. In addition, in the context of
Estonia, exploring the use of terms connected to this subject in Estonian would be
interesting.
112
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136
RESÜMEE
TARTU ÜLIKOOL
TÕLKEKESKUS
Kätlin Põldma
A Dictionary of Japanese Management and Business Culture.
Jaapani ärijuhtimise ja -kultuuri seletav sõnastik.
(magistritöö)
2014
Lehekülgede arv: 137
Annotatsioon:
Käesoleva magistritöö teemaks on Jaapani ettevõtete juhtimise ja ärikultuuriga
seotud terminoloogia. Magistritöö raames valmis seletav sõnastik, mis hõlmab nii jaapanikui ka ingliskeelseid termineid, mida on kasutatud ingliskeelsetes tekstides. Kuna tegemist
on erialaterminoloogiaga, on sõnastiku sihtrühmaks Jaapani ettevõtetega kokku puutuvad
inimesed.
Töö sissejuhatuses antakse ülevaade jaapani ettevõtete juhtimisstiilile ja ärikultuurile
omastest tunnustest ning kirjeldatakse lühidalt jaapani keele rolli inglise keeles. Samuti
tutvustatakse sõnastiku koostamise põhimõtteid, sõnastikuartiklite ülesehitust ja töö
kirjutamise käigus tekkinud probleeme. Sõnastik, mis moodustab töö põhiosa, sisaldab 319
terminit, millest enamik on jaapanikeelsed, mistõttu on põhirõhk jaapanikeelsetel
terminitel. Sõnastikuartiklitesse on lisaks definitsioonile lisatud ka täiendavad kultuurilised
selgitused, näitelaused ning jaapanikeelsete terminite puhul ka nende kirjapilt jaapani
keeles koos jaapani kirjamärkide (kanji) tähenduste ja termini sisestruktuuri selgitustega.
Terminid on seotud Jaapani ettevõtete struktuuri, ametinimetuste, juhtimismeetodite,
kvaliteedikontrolli, otsustamisprotsessi ja muude valdkondadega, mis on Jaapani
ärikontekstis olulised. Sõnastiku koostamisel selgus, et jaapanikeelsete terminite
kasutamise ulatus varieerub sõltuvalt teksti autorist ja nende kasutamisel inglise keeles
puudub kirjapildis ühtsus.
Märksõnad: Jaapani ettevõtte juhtimine, jaapani ärikultuur, sõnastik
137
Lihtlitsents lõputöö reprodutseerimiseks ja lõputöö üldsusele kättesaadavaks tegemiseks
Mina, _________________________Kätlin Põldma_______________________________,
(autori nimi)
1.
annan Tartu Ülikoolile tasuta loa (lihtlitsentsi) enda loodud teose
___A Dictionary of Japanese Management and Business Culture_____________________
_________________________________________________________________________
_________________________________________________________________________,
(lõputöö pealkiri)
mille juhendaja on_________Enn Veldi_________________________________________,
(juhendaja nimi)
1.1. reprodutseerimiseks säilitamise ja üldsusele kättesaadavaks tegemise eesmärgil,
sealhulgas digitaalarhiivi DSpace-is lisamise eesmärgil kuni autoriõiguse kehtivuse tähtaja
lõppemiseni;
1.2. üldsusele kättesaadavaks tegemiseks Tartu Ülikooli veebikeskkonna kaudu,
sealhulgas digitaalarhiivi DSpace´i kaudu kuni autoriõiguse kehtivuse tähtaja lõppemiseni.
2.
olen teadlik, et punktis 1 nimetatud õigused jäävad alles ka autorile.
3.
kinnitan, et lihtlitsentsi andmisega ei rikuta teiste isikute intellektuaalomandi ega
isikuandmete kaitse seadusest tulenevaid õigusi.
Tartus 19.05.2014.
138